‘I’m busy (and competitive)!’ Antecedents of knowledge sharing under pressure

Different motivations for knowledge sharing and hiding: The role of motivating work design

“…Overall, our results indicate that knowledge, social, and task work characteristics that are of particular relevance to knowledge management (Morgeson & Humphrey, ) all influence knowledge sharing and hiding in some way through their effects on motivation. Results also complement research showing that other work factors, such as managerial support for knowledge sharing, a knowledge sharing climate, perceived competition in the workplace, and commitment‐based versus transaction‐based governance mechanisms, also influence sharing and hiding behaviors (Connelly et al, ; Connelly & Kelloway, ; Foss et al, ; Husted, Michailova, Minbaeva, & Pedersen, ). For example, our results showing differential motivations for knowledge sharing and hiding complement other results showing that a mastery climate (which tends to foster autonomous motivation) encourages feedback seeking between group members because it creates a space where learning and making mistakes (i.e., possibly appearing incompetent) is allowed, whereas when people are in a performance climate (which tends to foster a more external or introjected orientation), members are more careful about what and whom they share with in order to maintain a positive image (Chadwick & Raver, ).…”

“…Commitment to the organization and to one's team, which is also related to autonomous motivation (Gagné, Chemolli, Forest, & Koestner, ), is positively related to knowledge sharing (Swart, Kinnie, van Rossenberg, & Yalabik, ). Finally, time pressure and competitiveness, two factors that have been shown to decrease intrinsic motivation (Amabile, DeJong, & Lepper, ; Reeve & Deci, ), have been shown to relate to less knowledge sharing (Connelly, Ford, Turel, Gallupe, & Zweig, ). However, we found close to no research examining relations between autonomous motivation and related constructs with knowledge hiding.…”

The Impact of Role Conflict, Role Ambiguity, and Locus of Control on Organizational Knowledge Sharing Practices

“…The results of the present study extend prior research [72] which sought an answer to the question of how perceived time pressure influenced knowledge seekers' behaviors. The researchers found that perceived time pressure prevented participants from sharing their knowledge as it fostered feelings of preoccupation.…”

Deterrents to knowledge-sharing in the pharmaceutical industry: a case study

“…Various studies have unfolded sets of antecedents to knowledge-sharing (e.g. Al-Alawi et al, 2007, Connelly et al, 2014, Dixon, 2002, Kharabsheh, 2007, McNeish and Mann, 2010, Qureshi and Evans, 2013b and sets of deterrents/barriers to knowledgesharing (e.g. McLaughlin et al, 2008, Riege, 2005, Szulanski, 1996.…”