Knowledge Creation and Sharing in Organisational Contexts: A Motivation-Based Perspective

This paper develops a motivation-based perspective to explore how organisations resolve the social dilemma of knowledge sharing, and the ways in which different motivational mechanisms interact to foster knowledge sharing and creation in different organisational contexts. The core assumption is that the willingness of organisational members to engage in knowledge sharing can be viewed on a continuum from purely opportunistic behaviour regulated by extrinsic incentives to an apparently altruistic stance fostered by social norms and group identity. The analysis builds on a three-category taxonomy of motivation: adding ‘hedonic’ motivation to the traditional dichotomy of extrinsic and intrinsic motivation. Based on an analysis of empirical case studies in the literature, we argue that the interaction and mix of the three different motivators play a key role in regulating and translating potential into actual behaviour, and they underline the complex dynamics of knowledge sharing and creation in different organisational contexts

Knowledge Creation and Sharing in Organisational Contexts: A Motivation-Based Perspective

This paper develops a motivation-based perspective to explore how organisations resolve the social dilemma of knowledge sharing, and the ways in which different motivational mechanisms interact to foster knowledge sharing and creation in different organisational contexts. The core assumption is that the willingness of organisational members to engage in knowledge sharing can be viewed on a continuum from purely opportunistic behaviour regulated by extrinsic incentives to an apparently altruistic stance fostered by social norms and group identity. The analysis builds on a three-category taxonomy of motivation: adding ‘hedonic’ motivation to the traditional dichotomy of extrinsic and intrinsic motivation. Based on an analysis of empirical case studies in the literature, we argue that the interaction and mix of the three different motivators play a key role in regulating and translating potential into actual behaviour, and they underline the complex dynamics of knowledge sharing and creation in different organisational contexts.Knowledge sharing; tacit knowledge; motivation; incentives; organizational learning; human resource practices

Motivation and the theory of the firm

This paper proposes to revisit the debate on the theory of the firm using motivation theory as the primary analytical tool.theory of the firm; motivation theory

Knowledge Contribution Motivators – An Expectation-Confirmation Approach

Individual knowledge needs to be shared across IS developing organizations to provide information for all types of decisions. Considering knowledge management (KM) as a two-part process of knowledge contribution and knowledge seeking, we focus on the former one as it is (1) the required condition for knowledge sharing and (2) the greater challenge to accomplish by organizations compared to implementing successful knowledge seeking. Distinguishing different types of individual and organizational extrinsic motivators based on self-determination theory, we use expectation-confirmation theory (ECT) to analyze the extent to which software developers’ expectations towards knowledge contributions are fulfilled by organizations. Additionally, showing extrinsic motivators’ importance for software developers to contribute to KM systems, we provide organizations a roadmap for setting favorable conditions. Whereas our consolidation of previous research on knowledge contribution provides guidelines for future research on extrinsic motivators, we contribute to existing theory by applying ECT to the context of KM contribution

Understanding the Impact of Extrinsic and Intrinsic Motivation on Knowledge Sharing

Organisations invest heavily in knowledge management technologies and initiatives which are entirely dependent on the willingness of employees to share their knowledge. Educational and reward programs need to be informed by an understanding of what motivates people to share their knowledge at work. Prior research based on motivational theories suggests the importance of intrinsic and extrinsic motivators to encourage voluntary pro-social behaviours such as knowledge sharing. However, the literature on motivation in the context of knowledge sharing is still emerging and fragmented. This research-in-progress paper therefore proposes an integrated model that brings together theoretical insights from motivational research to explain the influence of key intrinsic and extrinsic motivators on knowledge sharing. Then the paper reports the results of the assessment of the model based on data collected across 8 organisations in New Zealand. The preliminary discussion of the results contributes to the understanding of motivational factors influencing attitude and intention to share knowledge and their relative importance

Sources of Community Health Worker Motivation: A Qualitative Study in Morogoro Region, Tanzania.

There is a renewed interest in community health workers (CHWs) in Tanzania, but also a concern that low motivation of CHWs may decrease the benefits of investments in CHW programs. This study aimed to explore sources of CHW motivation to inform programs in Tanzania and similar contexts. We conducted semi-structured interviews with 20 CHWs in Morogoro Region, Tanzania. Interviews were digitally recorded, transcribed, and coded prior to translation and thematic analysis. The authors then conducted a literature review on CHW motivation and a framework that aligned with our findings was modified to guide the presentation of results. Sources of CHW motivation were identified at the individual, family, community, and organizational levels. At the individual level, CHWs are predisposed to volunteer work and apply knowledge gained to their own problems and those of their families and communities. Families and communities supplement other sources of motivation by providing moral, financial, and material support, including service fees, supplies, money for transportation, and help with farm work and CHW tasks. Resistance to CHW work exhibited by families and community members is limited. The organizational level (the government and its development partners) provides motivation in the form of stipends, potential employment, materials, training, and supervision, but inadequate remuneration and supplies discourage CHWs. Supervision can also be dis-incentivizing if perceived as a sign of poor performance. Tanzanian CHWs who work despite not receiving a salary have an intrinsic desire to volunteer, and their motivation often derives from support received from their families when other sources of motivation are insufficient. Policy-makers and program managers should consider the burden that a lack of remuneration imposes on the families of CHWs. In addition, CHWs' intrinsic desire to volunteer does not preclude a desire for external rewards. Rather, adequate and formal financial incentives and in-kind alternatives would allow already-motivated CHWs to increase their commitment to their work

Impact of Artificial Intelligence on Knowledge Sharing in the Workplace

The increasing use of digital communication tools in the workplace coupled with the ability of AI gives rise to new ways to capture knowledge from everyday communications such as work email and online meetings, and share this knowledge with others. While this has benefits for organisations, little is known of how employees may respond. The aim of this study is to examine factors that influence employees\u27 willingness to share their knowledge knowing that their communications may be analysed, and the knowledge shared with others. Drawing on the Theory of Reasoned Action (TRA), this study examines the impact of motivating and inhibiting factors on knowledge sharing. The findings point to the importance of self-efficacy, reciprocity, and reputation for enhancing knowledge sharing in this context. However, concerns about being monitored may hinder knowledge sharing

Intrinsic and Extrinsic Motivation in Construction Project Team

The secret to a high-performance team is its capacity to formulate and agree on essential goals, objectives, and project plans while using the appropriate tools, techniques, and processes to carry out its work plan. One factor affecting team performance is each member's desire to work hard and be highly productive to achieve efficiency. This study uses a small-scale project in Denpasar City to investigate the relationship between team performance and motivation in building projects. The quantitative descriptive statistics study was carried out using partial least squares with SmartPLS 3.0. The analysis shows that extrinsic motivation, as opposed to self-actualization, communication, and other aspects, has a more substantial impact on increasing the motivation of the project team's workforce. Pay and fair compensation are necessary when handling projects for small contractors. Help increase employee motivation while enhancing team performanc

Impact factors for business system success

In most organizations, knowledge sharing is often lacking when it comes to business systems success. This paper investigates factors affecting business systems success in Saudi organisations. Data were collected from private organisations in Saudi Arabia and Partial Least Square approach has been applied to analyse the data. The results show that organisational culture influence knowledge sharing towards business systems success. In addition, both intrinsic motivation and perceived usefulness has positive influence on business system success. This indicates that business system success is built upon the concept of knowledge sharing and user motivation