Why do rewards fail to motivate knowledge sharing behavior among employees?

Abstract

Purpose This study aims to investigate the factors that lead to the failure of some rewards to induce knowledge sharing behavior among employees, with much focus on employees’ attitudes and leadership’s knowledge of employees’ preferences, and presents a model that depicts the linkages. Design/methodology/approach To investigate why the provision of some rewards fails to induce knowledge sharing behavior among employees, this study uses the preferred reporting items for systematic reviews and meta-analyses framework to identify and analyze 56 articles published from 2000 to 2021. Findings Knowledge sharing is positively linked to organizational performance. Further, employees’ negative attitudes toward a reward system negatively relate to knowledge sharing behavior. Furthermore, management’s lack of knowledge of employees’ preferences regarding rewards leads to the provision of incorrect rewards that do not enhance knowledge sharing behavior. Finally, a conceptual model depicting the linkages among the variables under consideration has been presented. Research limitations/implications Through the present study, employees’ attitudes toward rewards and leadership’s knowledge of employees’ preferences have been presented as critical factors that can lead to the failure of some rewards to induce knowledge sharing behavior. Further, the conceptual framework that can guide managers and leaders in strategizing on how best to develop and implement correct reward systems has been presented. Originality/value The present study is a significant contribution to the literature by focusing on the negative side of rewards toward knowledge sharing behavior with a focus on employees’ attitudes and leadership’s awareness of employees’ preferences regarding rewards.

Inter-hospital knowledge sharing: Insights from case studies on infrastructure issues during COVID-19

“…The organisational context is another important factor that affects KS. In particular, in-and outsourcing of services (Yousefli et al, 2017), the PFI ownership model (Barlow et al, 2009;May, 2018), benchmarking/competitive pressures (Agostini et al, 2020), no or unsuitable reward systems (Kaushal and Nyoni, 2022;von Behr et al, 2022), and a lack of an overarching Estates strategy (Naylor, 2017) can all impact KS. Finally, issues around existing KS channels, such as reliance on top-down communication (Kothari et al, 2011), bureaucratic procedures (Adeyemi and Olla, 2020), and lack of formalised collaboration (Adeyemi and Olla, 2020) can hinder effective KS.…”