Search results

The purpose of this study is to investigate the role of motivation for knowledge sharing (KS) by assessing how four qualitatively different motivation types, as per self-determination theory (SDT), predict KS, its quality and its undesirable counterpart, knowledge withholding.

The study was carried out as a survey (n = 200) in an expert organization. The analyses were conducted using structural equation modeling.

Autonomous type of extrinsic motivation (identified motivation) was the strongest predictor of KS (in work meetings) and its quality, whereas the other motivation types (intrinsic, introjected and external) had no independent contribution to variance in KS. Knowledge withholding was negatively associated with identified and positively with external KS motivation.

Single organization limits the generalizability of the results. Future studies should further investigate the role of identified motivation for various KS behaviors.

The findings suggest that autonomy-supportive management practices known to facilitate self-determined behavior can improve KS. Fostering external motivation by incentivizing KS may be both ineffective and have undesirable consequences.

Few prior studies investigate KS motivation beyond external and intrinsic motivation or apply SDT to KS using SDT-based scales. This study distinguishes between four different motivation types and is the first to investigate their differential impact on KS and its quality. It is also the first to demonstrate the importance of identified motivation for KS. It further elucidates how the quality of KS motivation is reflected in knowledge withholding, an overall underinvestigated behavior.

This paper aims to investigate cognitive antecedents of knowledge sharing (KS) by applying a belief elicitation study and embedding KS in an organizationally relevant context, work meetings.

The study was carried out in two phases: an elicitation study (n = 18), and a survey (n = 200) based on its findings. The method, which combines a qualitative and a quantitative approach, is frequently used in the study of other behaviors (e.g. health behaviors) when applying the theory of planned behavior (TPB).

Belief-based measures, informed by the elicitation study, were meaningful predictors of KS intentions. In line with TPB, attitudes, subjective norms and perceived behavioral control explained 47.7 per cent of the variance in KS intentions, which together with perceived behavioral control explained 55.2 per cent of the variance in KS behavior. Behavioral beliefs reflecting positive collective outcomes (new perspectives, knowledge diffusion/collective learning, increased interaction) were the most important predictors.

Single organization and the study design limit generalizability of the results.

The findings suggest that by eliciting shared beliefs relating to specific KS behaviors, organizations may come a long way in understanding and subsequently influencing these behaviors.

This is the first study to apply TPB on KS by investigating the underlying beliefs using an elicitation study. By demonstrating its utility, the study not only lays avenue for evidence-based interventions to improve KS in organizations, but also presents a method that bridges the gap between quantitative and qualitative approaches to KS.