Towards an integrated framework of intrinsic motivators, extrinsic motivators and knowledge sharing

Abstract

Purpose This paper aims to develop an integrated framework to demonstrate the individual and combined effects of intrinsic and extrinsic motivators on two forms of knowledge sharing behaviors – in-depth knowledge sharing and routinized knowledge sharing. Design/methodology/approach A range of work on the use of intrinsic and extrinsic motivators and the differential degrees of costs and risks involved in the two forms of knowledge sharing is being reviewed with the aim to locate gaps and problems arising from propositions of different scholars. An integrated framework is then proposed to connect different schools of thoughts into a single, unifying framework. Findings Knowledge sharing behaviors among employees are subject to both attractive and distractive forces. Intrinsic and extrinsic motivators might interact positively or negatively depending on the type of extrinsic motivator and the form of knowledge sharing. While enhancing the intrinsic enjoyment of employees along with outcome-based extrinsic motivators can promote in-depth knowledge sharing, the use of behavior-based extrinsic motivators is more appropriate for fostering routinized knowledge sharing. Research limitations/implications This paper mainly focuses on the sharing of knowledge without examining the receiver side in knowledge sharing. Also, the use of punitive means by superiors in encouraging knowledge sharing is not discussed in the framework. Future research can also add into the authors’ integrated framework the effects of personal traits in knowledge sharing. Originality/value This paper narrows the gap between existing theories on the use of extrinsic and intrinsic motivators and offers an integrated theoretical framework for those interested in examining the inter-relationship among intrinsic motivators, extrinsic motivators and knowledge sharing behaviors.

Competence, Motivation and Strategic Thinking of Bengkulu University Employees

“…Competence alone is not enough, it must be accompanied by motivation, this is in accordance with the opinion of [27], which states that motivation is the basis for various behavior and individual performance, where motivation to behave can be influenced by two categories of motivation, namely intrinsic motivation and extrinsic motivation. Very little research has been done on the relationship between intrinsic motivation and strategic thinking [17], even strategic thinking has significant implications for the design of planning processes in organizations.…”

Motivated to Share? Development and Validation of a Domain-Specific Scale to Measure Knowledge-Sharing Motives

“…The third dimension comprises items which are according to Deci and Ryan (2008) external regulated extrinsic motivation, thus the least autonomous motivation. Therefore, the data shows a distinction of KSM into intrinsic and extrinsic motivation, as it was supposed by Law et al (2017) and done without factorial validation by Reinholt et al (2011Reinholt et al ( : 1285.…”

“…Thereby, not all theoretically suggested dimensions, relying on the work of Gu and Gu (2011) As it was already discussed, other authors distinguish into intrinsic and extrinsic KSM (Law et al 2017;Reinholt et al 2011). The first dimension which resulted from this study comprises items, which Deci and Ryan (2008) described as extrinsic motivation (identified regulation).…”

“…With their model, the authors analyzed existing case studies though neither proposed a precise measurement construct for KSM nor showed their transcriptions or codes and made transparent how they observed knowledge sharing motivation in their case studies. In a recent article, Law et al (2017) proposed a framework of KSM, which integrates extrinsic and intrinsic motivators in a complementary way. They suggest a different influence of these motivators on two kinds of knowledge sharing behavior, namely sharing of implicit knowledge, which they call in-depth knowledge sharing, and sharing of explicit knowledge, which they name routinized knowledge sharing.…”

“…Gu and Gu (2011) identified these motives to be part of KSM. Extrinsic rewards are often not found to influence knowledge sharing behavior (Law et al 2017;Bock and Kim 2001;Hall 2001;Stott and Walker 1995).…”