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The purpose of this paper is to investigate whether organizational support for innovation and informational extrinsic rewards moderate the relationship between intrinsic motivation and innovative work behavior.

Multiple and hierarchical regression analyses based on data from 150 knowledge workers tested the hypotheses for a South African sample.

The results confirmed a positive relationship between intrinsic motivation and innovative work behavior, and found positive relationships between both organizational support for innovation and informational extrinsic rewards and innovative work behavior. While organizational support positively moderated the relationship between intrinsic motivation and innovative work behavior, acting in synergy with intrinsic motivation, informational extrinsic rewards had a negative moderating effect.

When organizations want to encourage knowledge workers to generate, promote and realize innovative ideas, they should create an environment that encourages autonomy, competence and relatedness, with support for creativity and differences of ideas.

The study provides new indications of the interactions of synergistic extrinsic rewards and intrinsic motivation to affect innovative work behavior.

Knowledge sharing (KS) among employees is critical to successfully developing complex products and systems (CoPS) but is often hampered by employees’ low motivations. The purpose of this study is to investigate how extrinsic and intrinsic rewards influence employees’ explicit knowledge sharing (EKS) and tacit knowledge sharing (TKS) in the CoPS development context. This study also examines the moderating effects of transformational leadership on the relationships between two types of rewards and two types of KS.

This study builds a research model based on expectancy value theory and Maslow’s hierarchy of needs. To test hypotheses, the authors surveyed 257 employees in CoPS projects and analyzed data with the partial least squares structural equation modeling and hierarchical linear modeling.

The results of this study demonstrate that extrinsic rewards exert no effect on EKS but negatively affect TKS, while intrinsic rewards significantly promote both EKS and TKS. Moreover, transformational leadership positively moderates the abovementioned relationships.

This study extends the research scenario of KS motivations and responds to the call for shedding light on contextual factors influencing KS. This study also offers a comprehensive theoretical perspective to understand KS motivations. Practically, this study provides managers with suggestions about how to use different rewards to encourage different KS practices.

The purpose of this paper is to investigate the moderating effects of power distance and collectivistic orientations on the effectiveness of intrinsic, extrinsic and reciprocal motivators in promoting employees’ willingness to cooperate for organizational interest. An integrated theoretical framework which incorporated cultural influence on need priority and on legitimacy of social exchange was established to develop the hypotheses.

This study used the methodology of information-integration theory to test the research hypotheses.

This study found that power distance orientation enhanced the effectiveness of extrinsic motivator but mitigated that of intrinsic motivator, and was irrelevant to that of reciprocal motivator. In contrast, collectivistic orientation mitigated the effectiveness of extrinsic motivator but enhanced that of reciprocal motivator, and was irrelevant to that of intrinsic motivator.

Managers may use reciprocal motivators for employees with high collectivism in order to increase their willingness to cooperate for the interest of the organization. Meanwhile, extrinsic motivators may be utilized for employees with high power distance but may not be as effective for those with low power distance. However, managers should not expect intrinsic motivators to be as attractive to those with high power distance as to those with low power distance.

By integrating multiple cultural orientations and multiple work motivators in one study, this research clarified the differential moderating effects of power distance and collectivistic orientations on the effectiveness of intrinsic, extrinsic and reciprocal motivators in promoting employees’ willingness to cooperate. Potential confounding problems in prior studies derived from the correlation between cultural values and coexistence of multiple motivators were discussed.

The purpose of this paper is to investigate the relationship between organizational commitment (OC) and extrinsic, intrinsic, and social rewards, among employees who work for Japanese manufacturing companies in China.

Hierarchical regression analysis was utilized to examine survey data obtained from 27,854 employees, who work for 64 Japanese manufacturing companies in China.

The findings demonstrate that the variables measuring extrinsic, social, and intrinsic rewards were strongly related to OC, suggesting that the antecedents of OC in Japanese companies are different from those in other kinds of corporations in China and the West. A further comparison between university graduates and other employees showed that for graduates, extrinsic and intrinsic rewards had a stronger influence on OC than social rewards, compared to non-graduates.

This study used self-report data from individual respondents, which may have resulted in common method bias. Future research might consider including supervisor-rated scales to strengthen the study design and reduce common method bias.

As Japanese companies in China have both Western and Chinese characteristics, they often utilize balanced human resources management (HRM) practices. To enhance their employees’ OC, especially those with less formal education, it is most effective to focus not only on some particular rewards but also on more varieties of rewards. However, balanced HRM may not be equally effective for enhancing the OC of university graduates, who prefer to obtain more extrinsic and intrinsic rewards and fewer social rewards. As Japanese companies are sometimes said to be less attractive workplaces, especially for university graduates, the results of this study could help HR professionals revise their HRM strategies and employ workers who can contribute to their Chinese branches on a long-term basis.

This research investigates how employees of Japanese companies in China could have higher OC, by focusing on the difference between university graduates and non-graduates and utilizing a large volume of their opinion data.

Intrinsic motivation affects job satisfaction and turnover intention. Still, previous motivational studies among real estate brokers (brokers) have primarily focused on extrinsic rewards, leaving intrinsic rewards/motivation practically unexplored. The purpose of this study is therefore to evaluate the role of both satisfaction with intrinsic rewards (SIR) and satisfaction with extrinsic rewards (SER) on job satisfaction and turnover intention among Swedish brokers.

This article is a replication, more precisely an empirical generalization and extension, of Mosquera et al.’s (2020) study conducted among brokers in Portugal. Using a sample of 910 Swedish brokers, the study analyzes a conceptual framework and tests hypotheses by using partial least squares (PLS).

Results indicate that SIR has a very strong impact on job satisfaction, which is not the case in the Portuguese sample. On the other hand, SER does not have an impact on job satisfaction, which is the case in the Portuguese sample. SIR does not have an impact on turnover intention in the Swedish sample, whereas SER does. Job satisfaction has twice the positive impact on turnover intention in the Swedish sample compared to the Portuguese. Furthermore, job satisfaction mediates the relationship between SIR/SER and turnover intention.

Findings of this study extend the existing literature of satisfaction with extrinsic and in particular intrinsic rewards on job satisfaction and turnover intention in the context of the brokerage industry. The most interesting difference between the samples is that Swedish brokers display much higher levels of satisfaction with intrinsic rewards. On the other hand, Swedish brokers appear to be less driven by extrinsic rewards, which is not in line with prior studies within brokerage.

Both managers and students planning to become brokers should consider that SIR has a stronger impact on job satisfaction than SER. What are perceived as intrinsic rewards, however, is highly subjective, which is troublesome from a managerial perspective, even more so as SIR is much harder to influence than SER. Given that intrinsic motivation is primarily a consequence of needs fulfillment, screening of applicants for person-job fit ought to increase job satisfaction and reduce turnover given its focus on the congruence between job demands and worker’s needs, respectively, what a job provides and the worker’s needs.

This study contributes to the brokerage research field by indicating that being a broker differs substantially between countries and that intrinsic rewards matter for Swedish brokers.

Online knowledge sharing is a critical process for maintaining organisational competitive advantage. This paper aims to develop a new conceptual framework that investigates the moderating impacts of innovation on self-efficacy, extrinsic and intrinsic rewards on employees’ online knowledge sharing behaviour in public and private sector companies.

This research analysed 200 responses to test the moderating effects of organisational innovation on the relationship between self-efficacy and rewards and online knowledge sharing behviours. The analysis was carried out using component-based partial least squares (PLS) approach and SmartPLS 3 software.

The results reveal that self-efficacy significantly affects online knowledge sharing behaviour in firms, regardless of the organisation type. Extrinsic rewards encourage employees in private companies to share knowledge online, whereas intrinsic rewards work effectively in public companies. Additionally, the study found the moderating role of organisational innovation in examining the relationship between rewards and online knowledge sharing behaviour.

Future research may consider different dimensions such as knowledge donating and collecting behaviours as well as motives, such as self-enjoyment, reciprocity or social interaction ties, which may be investigated to get a deeper understanding of online knowledge sharing behaviour.

Firms must tailor training and rewards to suit employees’ abilities and needs so as to align with organisation type and innovation.

The study’s distinctive contribution is the under-researched context of Vietnamese public and private sector banks for investigating the moderating effects of organisational innovation on micro and meso factors on online knowledge sharing behaviour.

This paper examined employee perceptions of the rewards associated with their participation in a six sigma program. Six sigma is an approach to organizational change that incorporates elements of total quality management, business process reengineering, and employee involvement.

A survey was completed by 215 employees (34 percent response rate). Respondents rated the extent to which they felt their participation in six sigma was “instrumental” for a range of outcomes, as well as valence (desirability) of each outcome (based on the VIE concept of instrumentality). The outcomes were classified into four categories: extrinsic, intrinsic, social, and organizational.

Valence ratings revealed that all 12 outcomes were perceived as desirable. Instrumentality ratings showed that extrinsic outcomes were rated significantly lower than intrinsic, social, and organizational outcomes. Additional analyses revealed significant differences on all four outcome categories between participants and non‐participants in the six sigma program.

The positive valence and instrumentality ratings for participants indicate they believe their participation will lead to valued outcomes for themselves and their organizations. However, employees who choose not to get involved in six sigma do not perceive that their participation would have led to desired outcomes. The results also show that while participants value extrinsic rewards, they do not see six sigma as instrumental in their receipt. These perceptions have important implications for attracting and retaining program participants.

While much has been written about the use of reward systems in supporting a successful six sigma effort, this study empirically examines how employees actually perceive the rewards associated with their participation. It also identifies which types of rewards are most instrumental for participants and non‐participants.

The purpose of this study is to develop and empirically test a theoretical model of antecedents and consequences of perceived job security of professional accountants. This study contributes to the literature by examining the mediating role of perceived job security between the reward management system and the ethical job performance of professional accountants.

A survey was used to collect responses from professional accountants at small- and medium-tier accounting firms in Pakistan. Of the total 313 circulated research instruments, 270 were completed producing a response rate of 86%. The hypotheses were tested by performing structural equation modeling, confirmatory factor analysis and correlation using SPSS 24 and AMOS 25.

Findings specify that the perceived job security of professional accountants partially and fully mediates the relationship between their ethical job performance and intrinsic and rewards, respectively. Additionally, reward management systems including intrinsic and extrinsic rewards have a significant impact on the ethical job performance of professional accountants.

The findings of this study may have significant implications for researchers for examining the subjects' perceived job security in enhancing the overall performance of the firms. The findings may also benefit domestic and international accounting firms for recognizing the importance of rewards and job security for enhancing the ethical performance of accountants.

This study is the first to provide empirical evidence for the importance of perceived job security for professional accountants in Pakistan. The current research also provides sharper insights into establishing the direct impact of both extrinsic and intrinsic rewards on professional accountants' ethical job performance.

The purpose of this paper is to examine how organizational design – particularly, delegation, and extrinsic and intrinsic reward systems – impacts employees' knowledge transfer in the context of Spanish small nonprofit organizations.

A quantitative analysis using data from a sample of 105 Spanish small nonprofit organizations obtained by means of a postal survey was performed using the partial least squares (PLS) approach, in order to test the research hypotheses.

The research findings show that delegation involves a greater use of rewards and these, in turn, improve knowledge transfer. Considering the results obtained it is possible to conclude that, due to lack of technical knowledge, managers of these nonprofit organizations must delegate decision rights to qualified employees and that they should use a higher degree of rewards, both intrinsic and extrinsic, especially the intrinsic ones, to motivate employees to mutually transfer knowledge efficiently.

This research is focused on Spanish small nonprofit organizations, and recommendations to other nonprofit organizations must, therefore, be very cautious. However, this study provides empirical insights, linking organizational design and knowledge transfer in the nonprofit context.

Besides the importance of promoting knowledge transfer through an efficient and effective organizational design in nonprofit organizations, the authors recommend managers design mechanisms to convert tacit knowledge into explicit knowledge, to guarantee that knowledge remains in the organization. Also, the authors consider that managers should make an effort to create an appropriate environment – by means of reward systems, especially intrinsic rewards – so that employees are committed to the mission and objectives of the organization.

Few empirical studies have analyzed the influence of organizational design on knowledge transfer in the context of nonprofit organizations, even though the nonprofit sector has reached a great importance for their economical and social role in society.

Crowd logistics is a rising phenomenon in last-mile delivery that integrates technological applications and sources a large number of participants to do logistical activities, achieving sustainable shipping in urban environments. However, up until now, there has been limited literature in this field. This research aims to investigate the extrinsic and intrinsic factors that impact the participative behaviour of driver-partners in crowd logistics.

An integrated model is developed based on motivation theory, incorporating attitude as a contributor to both extrinsic and intrinsic motivations. A questionnaire was constructed and distributed to collect data from 303 respondents who are existing or potential driver-partners in Vietnam.

Our findings confirm (1) the influence of monetary rewards on extrinsic motivation and (2) the power of self-efficacy, trust and sense of belonging on intrinsic motivation. Further, we find that attitude positively impacts extrinsic motivation, whereas there is no effect between attitude and intrinsic motivation. Both extrinsic and intrinsic motivations are demonstrated to significantly influence driver-partners' participative intentions. Additionally, a positive association is found between extrinsic and intrinsic motivations.

Findings from this study theoretically enrich the literature on crowd logistics, especially on the supply side, and empirically contribute to implications that are valuable to crowd logistics firms on driver-partner recruitment and business strategy development.