Breaking the Myths of Rewards

TLDR

Knowledge sharing is recognized as vital by CEOs and managers, yet the factors that drive individual employees to share knowledge remain poorly understood. This study aims to identify the determinants of individual knowledge‑sharing behavior within organizations. The authors constructed a model incorporating social‑exchange theory, self‑efficacy, and the theory of reasoned action to explain knowledge‑sharing decisions. Survey data from 467 employees revealed that perceived expected associations and contribution strongly shape attitudes toward sharing, while expected rewards had no significant effect; a positive attitude then predicts both the intention to share and actual knowledge‑sharing behavior.

Abstract

Many CEOs and managers understand the importance of knowledge sharing among their employees and are eager to introduce the knowledge management paradigm in their organizations. However little is known about the determinants of the individual’s knowledge sharing behavior. The purpose of this study is to develop an understanding of the factors affecting the individual’s knowledge sharing behavior in the organizational context. The research model includes various constructs based on social exchange theory, self-efficacy, and theory of reasoned action. Research results from the field survey of 467 employees of four large, public organizations show that expected associations and contribution are the major determinants of the individual’s attitude toward knowledge sharing. Expected rewards, believed by many as the most important motivating factor for knowledge sharing, are not significantly related to the attitude toward knowledge sharing. As expected, positive attitude toward knowledge sharing is found to lead to positive intention to share knowledge and, finally, to actual knowledge sharing behaviors.