From “personal” to “interpersonal”: a multilevel approach to uncovering the relationship between job satisfaction and knowledge sharing among IT professionals

Lei, Yang; Zhou, Qiang; Ren, Jianhong; Cui, Xiling

doi:10.1108/jkm-04-2021-0330

Cited by 7 publications

(15 citation statements)

References 119 publications

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“…This implies that extrinsic rewards are not a fundamental force of employees’ EKS behavior, especially for employees in the CoPS projects who share explicit knowledge mainly for project-related reasons (e.g. enhance cooperation between interconnected components) (Lei et al , 2021b) instead of extrinsic rewards. This result also provides a possible explanation for the inconsistent effects of extrinsic rewards on KS because inconsistent results may partially be because of the insignificant relationship between extrinsic rewards and EKS (Hau et al , 2013).…”

Section: Resultsmentioning

confidence: 99%

“…When being led by transformational leaders, employees performing EKS and TKS have a higher probability of getting rewards because KS is encouraged by transformational leaders (Lei et al, 2021a;. EKS is often embedded in employees' routine jobs, which is bound by organizations' job descriptions and role expectations to ensure effective operation (Lei et al, 2021b). Compared with administering extrinsic rewards, administering intrinsic rewards (i.e.…”

Section: Moderating Effects Of Transformational Leadershipmentioning

confidence: 99%

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Rewards and knowledge sharing in the CoPS development context: the moderating role of transformational leadership

Zhao

Feng

Wei

et al. 2022

JKM

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Purpose 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. Design/methodology/approach 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. Findings 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. Originality/value 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.

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Section: Resultsmentioning

confidence: 99%

Section: Moderating Effects Of Transformational Leadershipmentioning

confidence: 99%

Rewards and knowledge sharing in the CoPS development context: the moderating role of transformational leadership

Zhao

Feng

Wei

et al. 2022

JKM

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“…Previous research shows that job satisfaction is an important factor in the context of knowledge management, yet its exact role has not been fully understood (Lei et al , 2022). In response to this claim, this study proposes that co-worker knowledge sabotage reduces workers’ level of job satisfaction, which, in turn, increases their turnover intention .…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Antecedents and consequences of knowledge sabotage in the Turkish telecommunication and retail sectors

Serenko

Abubakar²

2022

JKM

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Purpose This study aims to propose and test a model explicating the antecedents and consequences of knowledge sabotage. Design/methodology/approach Data obtained from 330 employees working in the Turkish retail and telecommunication sectors were analyzed by means of the Partial Least Squares Structural Equation Modeling technique. Findings Co-worker knowledge sabotage is the key factor driving knowledge sabotage behavior of individual employees, followed by co-worker incivility. Interactional justice suppresses individual knowledge sabotage, while supervisor incivility does not affect it. Co-worker knowledge sabotage reduces job satisfaction of other employees, which, in turn, triggers their voluntary turnover intention. Contrary to a popular belief that perpetrators generally benefit from their organizational misbehavior, the findings indicate that knowledge saboteurs suffer from the consequences of their action because they find it mentally difficult to stay in their current organization. Employees understate their own knowledge sabotage engagement and/or overstate that of others. Practical implications Managers should realize that interactional justice is an important mechanism that can thwart knowledge sabotage behavior, promote a civil organizational culture, develop proactive approaches to reduce co-worker incivility and strive towards a zero rate of knowledge sabotage incidents in their organizations. Co-worker incivility and co-worker knowledge sabotage in the workplace are possible inhibitors of intraorganizational knowledge flows and are starting points for job dissatisfaction, which may increase workers’ turnover intention. Originality/value This study is among the first to further our knowledge on the cognitive mechanisms linking interactional justice and uncivil organizational behavior with knowledge sabotage and employee outcomes.

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“…Researchers have suggested that KMSs should be designed in a way that enables employees to easily identify domain experts to facilitate access to expertise (Yuan et al, 2007), gain more precise information about who knows what and where to locate the needed knowledge (Brandon and Hollingshead, 2004), and connect knowledge seekers to related knowledge domains (Chatterjee et al, 2021). Accordingly, non-gamified KMSs are implemented to support employees' professional activities by managing knowledge resources (Alavi and Leidner, 2001;Iyengar and Montealegre, 2021), and their functions are mainly focused on knowledge seeking and knowledge providing for performing taskrelated activities (Lei et al, 2021;Zhang and Venkatesh, 2017). In contrast, gamified KMSs are developed by adding one more layer to an existing conventional KMS so that users are able to track and monitor their activities, ultimately helping them to gain self-knowledge, and experience personal growth and expressiveness through the use of the system .…”

Section: Literature Reviewmentioning

confidence: 99%

“…, 2021). Accordingly, non-gamified KMSs are implemented to support employees’ professional activities by managing knowledge resources (Alavi and Leidner, 2001; Iyengar and Montealegre, 2021), and their functions are mainly focused on knowledge seeking and knowledge providing for performing task-related activities (Lei et al. , 2021; Zhang and Venkatesh, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

Meaningful engagement with a gamified knowledge management system: theoretical conceptualization and empirical validation

Suh

Cheung

Lin

2022

IMDS

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PurposeIn light of the recent increase in the scholarly attention given to meaningful engagement with gamified information systems (IS), this research explores the definition and measurement of meaningful engagement as well as its role in predicting employees’ knowledge contributions via gamified knowledge management systems (KMSs).Design/methodology/approachThe authors conducted two empirical studies. Study 1 develops a measure of meaningful engagement and evaluates its validity and reliability. Drawing on the literature on user engagement and work gamification theory, Study 2 places meaningful engagement in a nomological network and assesses the construct’s utility for predicting the quantity and quality of knowledge contributions via a gamified KMS.FindingsThe results show that meaningful engagement encompasses five specific dimensions: intense involvement, sense of meaning, self-discovery, pursuit of excellence, and personal expressiveness. The results also indicate that fostering meaningful engagement, which goes beyond hedonic and instrumental engagement, is essential to enhance the quality and quantity of knowledge contribution.Research limitations/implicationsThis research contributes to the literature on gamification by drawing scholarly attention to meaningful engagement as a parsimonious yet powerful construct that complements the notions of hedonic and instrumental engagement with KMSs. Although previous studies have highlighted the significance of meaningful engagement with gamified IS, little effort has been made to develop a scale to measure meaningful engagement. The scale the authors have developed will help researchers precisely measure users’ meaningful engagement and systematically examine its role in gamified systems compared to that of other forms of engagement. The study also has practical implications, as the results can inform future design strategies to enable the successful implementation of gamified KMSs that facilitate knowledge contribution in the workplace.Originality/valueThe development of new constructs is the starting point for theoretical development. This research responds to the call to conceptualize meaningful engagement with gamified IS.

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From “personal” to “interpersonal”: a multilevel approach to uncovering the relationship between job satisfaction and knowledge sharing among IT professionals

Cited by 7 publications

References 119 publications

Rewards and knowledge sharing in the CoPS development context: the moderating role of transformational leadership

Rewards and knowledge sharing in the CoPS development context: the moderating role of transformational leadership

Antecedents and consequences of knowledge sabotage in the Turkish telecommunication and retail sectors

Meaningful engagement with a gamified knowledge management system: theoretical conceptualization and empirical validation

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