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An Investigation of the Impact of Intrinsic Motivation on Organizational Knowledge Sharing

Author

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  • Judith Welschen

    (University of Canterbury, New Zealand)

  • Nelly Todorova

    (University of Canterbury, New Zealand)

  • Annette M. Mills

    (University of Canterbury, New Zealand)

Abstract

Despite heavy investments in knowledge management systems, people are often reluctant to share their knowledge, with knowledge hoarding being one of the largest obstacles to effective knowledge management in organizations. This paper proposes a model that examines the role of intrinsic motivation in knowledge sharing. Bringing together insights from motivational research, Self-Determination Theory and the Theory of Reasoned Action, the study investigates the links between intrinsic motivators and knowledge sharing. Survey data collected from knowledge workers are analyzed using partial least squares. The results show self-efficacy, meaningfulness and impact are important motivators of attitude towards knowledge sharing, which in turn impacts intention to share knowledge. The findings provide insights into employee motivations to share knowledge, and strategies for enhancing knowledge sharing in organizations.

Suggested Citation

  • Judith Welschen & Nelly Todorova & Annette M. Mills, 2012. "An Investigation of the Impact of Intrinsic Motivation on Organizational Knowledge Sharing," International Journal of Knowledge Management (IJKM), IGI Global, vol. 8(2), pages 23-42, April.
    • Handle: RePEc:igg:jkm000:v:8:y:2012:i:2:p:23-42
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    File URL: http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/jkm.2012040102
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    Cited by:

    1. da Silva, Filipa Pires & Mosquera, Pilar & Soares, Maria Eduarda, 2022. "Factors influencing knowledge sharing among IT geographically dispersed teams," Technological Forecasting and Social Change, Elsevier, vol. 174(C).
    2. Nguyen, Tuyet-Mai & Viet Ngo, Liem & Paramita, Widya, 2022. "Turning lurkers into innovation agents: An interactionist perspective of self-determinant theory," Journal of Business Research, Elsevier, vol. 141(C), pages 822-835.

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