Application of the motivation model for analyzing intra-organizational knowledge sharing
Authors: Chia-Ping Yu, Chia-Yi Liu
Journal: Chiao Da Management Review. Jun. 2008, 28(1): 37-61.
Keywords: Knowledge-sharing; Commitment; Motivation; Psychological demands
Abstract:
In the era of the knowledge-based economy, knowledge and services are intangible assets that have exceeded the importance of natural resources,
equipment, labor, and capitalization as the primary factors of production. In order to manage intellectual property more effectively and
reinforce knowledge sharing and learning among employees, firms are investing large amounts of funds and human resources to improve the o
peration of their knowledge management Systems. Although information technology has long been introduced to enterprises, many employees still
lack the motivation to effectively share their knowledge through the knowledge management system (Malhorta et al., 2003). The main purpose of
our research is to investigate the knowledge-sharing behavior model among both organizations and individuals, and to provide recommendations
for the promotion of business systems management. There are two major conclusions in our study. First, there is no direct correlation between
organizational commitment and the individual motivation for knowledge sharing. The effect of organizational commitment on employees’
knowledge-sharing behavior can only be increased when they have been psychologically motivated. Second, the employees’ motivation is
influenced directly by their own need to share knowledge. Our findings show that businesses today cannot expect employees to voluntarily share
their knowledge. The organization has to make its needs known in order to promote efficient knowledge-sharing behavior among employees and to improve their knowledge-sharing mechanisms.