Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions

Lin, Hsiu‐Fen

doi:10.1177/0165551506068174

Cited by 1,023 publications

(1,356 citation statements)

References 68 publications

(102 reference statements)

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“…Employees often share the knowledge they possess, predominantly, when they are intrinsically motivated (self-motivated) or when they anticipate specific personal benefits in return, such as enhanced reputation, perceived usefulness of the acquired knowledge, self-development, association, reciprocal relationships (e.g., Bock et al, 2005;Foss et al, 2009;He et al, 2009;Kankanhalli et al, 2005;Kwok and Gao, 2004;Lin, 2007). Likewise, employees share knowledge when they are driven by behavioral control (e.g., Ryua et al, 2003), enjoyment in helping others (e.g., Kim and Lee, 2011;Kumar and Rose, 2012) or in some cases when they choose to be socially engaged in knowledge exchange activities.…”

Section: Organizational Knowledge Sharingmentioning

confidence: 99%

Individual variables with an impact on knowledge sharing: the critical role of employees’ ignorance

Israilidis

Siachou

Cooke

et al. 2015

Journal of Knowledge Management

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Purpose – The purpose of this paper is to identify individual variables with an impact on knowledge sharing and explore the under-discussed construct of employees’ ignorance. This can enhance the knowledge-sharing process and facilitate the development of greater intellectual capital. Design/methodology/approach – Eighty-four dependent variables affecting knowledge sharing are analyzed and classified into 11 categories. In addition, the direct effect of employees’ ignorance on knowledge sharing is introduced and empirically investigated in a case study of a multinational organization operating within the aerospace and defense industry. Findings – The findings suggest that employees’ ignorance may negatively affect their intention to share knowledge, thus leading to poor decision-making and communication in organizations. Employees’ ignorance could also limit the organizational ability to repel external threats, implement innovation and manage future risks. Originality/value – A classification scheme based on different categories of employees’ ignorance is developed, providing tailor-made recommendations for practitioners facing different types of ill-informed organizational scenarios. Further, the need to shift the emphasis away from the management of knowledge to the management of ignorance is also an important contribution of this paper.

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Section: Organizational Knowledge Sharingmentioning

confidence: 99%

Individual variables with an impact on knowledge sharing: the critical role of employees’ ignorance

Israilidis

Siachou

Cooke

et al. 2015

Journal of Knowledge Management

View full text Add to dashboard Cite

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“…Out of these various lines of thought, a number of specific, overlapping factors have been identified and reported by researchers (Huber, 2001;Cabrera and Cabrera, 2002;Connelly and Kelloway, 2003;Hutchings and Michailova, 2004;Bock et al, 2005Bock et al, , 2006 Lin and Lee, 2006;Michailova and Hutchings, 2006;Al-Alawi et al, 2007;Ang and Massingham, 2007;Du et al, 2007;Hall and Goody, 2007;Lin, 2007;Makela et al, 2007;Riege, 2007;Yang, 2007). Many of these research highlights are summarized here:…”

Section: Introductionmentioning

confidence: 95%

Organizational size and knowledge flow: a proposed theoretical link

Serenko

Bontis

Hardie

2007

Journal of Intellectual Capital

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Purpose -This paper seeks to present a theory clarifying the negative relationship between organizational unit size and knowledge flows referred to as Gita's Rule. Design/methodology/approach -This paper draws from the literature and develops a grounded theory. Various applications and propositions are suggested through this theoretical lens. Findings -It is suggested that, as the size of an organizational unit increases, the effectiveness of internal knowledge flows dramatically diminishes and the degree of intra-organizational knowledge sharing decreases. Research limitations/implications -It is proposed that 150 employees represents a general breaking point, after which knowledge sharing reduces due largely to increased complexity in the formal structure, weaker interpersonal relationships and lower trust, decreased connective efficacy, and less effective communication. Practical implications -The research points to the key dimension of organizational size that must be considered when developing models and reviewing case studies. Originality/value -The research reported in this paper is among the first to explicitly tackle the issue of how knowledge flows are affected by organizational size. A theory is developed and several research propositions are introduced for future studies.

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“…Knowledge self-efficacy as an intrinsic perceived benefit of contributors refers to participants' confidence in their capability to share valuable knowledge in ENoPs (Lin 2007). Few subjects mention self-efficacy as a perceived benefit for creating knowledge through ENoPs.…”

Section: Perceived Benefitsmentioning

confidence: 99%

Employees’ participation in electronic networks of practice within a corporate group: perceived benefits and costs

Sedighi

Lukosch

Splunter

et al. 2017

Knowledge Management Research & Practice

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Employees' participation in electronic networks of practice within a corporate group: perceived benefits and costs Sedighi, M.; Lukosch, S.; van Splunter, S.; Brazier, F.M.T.; Hamedi, M.; van Beers, C. General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. Abstract This paper explores benefits and costs of knowledge exchange perceived by individuals in connected electronic networks of practice (ENoP) in a corporate setting. The results of 25 semi-structured interviews show 9 perceived benefits and 5 perceived costs to be of importance for knowledge exchange. Altruism and reciprocity are the two main perceived benefits from the knowledge providers' perspective; problem solving is the main perceived benefit from the knowledge seekers' perspective. Five perceived costs are identified for both knowledge seekers and knowledge providers; time and effort are the most frequently cited.

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Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions

Cited by 1,023 publications

References 68 publications

Individual variables with an impact on knowledge sharing: the critical role of employees’ ignorance

Individual variables with an impact on knowledge sharing: the critical role of employees’ ignorance

Organizational size and knowledge flow: a proposed theoretical link

Employees’ participation in electronic networks of practice within a corporate group: perceived benefits and costs

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