Intrinsic motivation and knowledge sharing in the mood–creativity relationship

2020 ◽  
pp. 1-13
Author(s):  
Chaoying Tang ◽  
Xiaoyang Lu ◽  
Stefanie E. Naumann
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Field Data ◽  
Positive Mood ◽  
Integrative Model ◽  
Team Members ◽  
Mechanism Research ◽  
The Relationship ◽  
Team Knowledge Sharing

Abstract Although studies have identified a link between employee intrinsic motivation (IM) and creativity and between positive mood and creativity, some of this study has been equivocal and little research has included these variables in an integrative model. Drawing from several theories of IM, we address this gap by proposing that IM is a critical intervening mechanism in the relationship between positive mood and creativity, and team knowledge sharing affects the power of this mechanism. Research on field data from 120 R&D team members in 30 teams found that team-level knowledge sharing moderated the relationship between employees' positive mood and IM, and IM mediated the relationship between employees' positive mood and their creativity. Implications of our findings are discussed.

scholarly journals Team Leaders Matter in Knowledge Sharing: A Cross-Level Analysis of the Interplay between Leaders’ and Members’ Goal Orientations in the Chinese Context

2018 ◽  
Vol 14 (4) ◽  
pp. 715-745 ◽  
Author(s):  
Jiamin Zhang ◽  
Yi Wang ◽  
Marina Yue Zhang
Keyword(s):  
Knowledge Sharing ◽  
Goal Orientation ◽  
Goal Orientations ◽  
Team Leaders ◽  
Team Members ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Approach Orientation ◽  
And Performance ◽  
The Relationship

ABSTRACTThis article investigates the impact of cross-level interplay between team members’ and their leaders’ goal orientations (learning, performance approach, and performance avoidance) on knowledge sharing using samples from design teams in two companies in China. Our results show that team leaders’ learning goal orientation plays a critical moderating role. Specifically, team leaders’ learning goal orientation strengthens the positive relationship between team members’ learning orientation and knowledge sharing; positively moderates the relationship between team members’ performance approach orientation and knowledge sharing; and weakens the negative relationship between team members’ performance avoidance orientation and knowledge sharing. Team leaders’ performance approach orientation demonstrates a positive moderating effect when there is congruence between the performance approach orientation of leaders and members. Finally, team leaders’ performance avoidance orientation negatively moderates the relationship between team members’ learning and performance approach orientation on knowledge sharing. This research enhances our understanding of the conditions under which knowledge sharing occurs among team members, using the lens of Trait Activation Theory.

Do extrinsic motivation and organisational culture additively strengthen intrinsic motivation in online knowledge sharing?

2019 ◽  
Vol 50 (1) ◽  
pp. 75-93 ◽  
Author(s):  
Tuyet-Mai Nguyen
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Extrinsic Motivation ◽  
Organisational Culture ◽  
Moderating Effect ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Relationship

Purpose This study aims to examine the relationship between intrinsic motivation and online knowledge sharing intentions (KSIs) and the moderating effect of extrinsic motivation and organisational culture on this relationship. The influence of online KSI on two dimensions of online knowledge sharing behaviour, knowledge donating and knowledge collecting, was also investigated. Design/methodology/approach Based on the extensive literature review, a questionnaire was designed. In total, 290 questionnaires from employees in Vietnamese companies in the banking and insurance industry were collected and tested using structural equation modelling. Statistical analysis was conducted using SPSS and PLS 3 software to examine the research hypotheses. Findings This study found that rewards and reciprocity undermined the influence of self-enjoyment on online KSI, while top management support and social interaction ties undermined the relationship between self-efficacy and online KSI. Top management support positively moderated the effect of self-enjoyment on online KSI. The results also suggested that online KSI was a good predictor of online knowledge donating and collecting. Originality/value Little is empirically known about the moderating effect of extrinsic motivation and organizational culture on intrinsic motivation. The study brings new insights to further understand about online knowledge sharing in an organisation.

Team diversity, mood, and team creativity: The role of team knowledge sharing in Chinese R & D teams

2015 ◽  
Vol 22 (3) ◽  
pp. 420-434 ◽  
Author(s):  
Chaoying Tang ◽  
Stefanie E. Naumann
Keyword(s):  
Knowledge Sharing ◽  
Positive Mood ◽  
Team Work ◽  
Negative Effects ◽  
Team Creativity ◽  
Team Diversity ◽  
Value Diversity ◽  
Work Value ◽  
The Impact ◽  
Team Knowledge Sharing

AbstractResearch on the team diversity-team creativity relationship has been mixed. We present and empirically examine a model of mediated moderation in which team knowledge sharing intervenes in the impact of the interaction of team work value diversity and positive mood on team creativity. Survey participants included 458 employees working in 47 R&D teams from 17 research institutes in China. The interaction of team work value diversity and team positive mood positively affected team creativity and was mediated by team knowledge sharing. Our findings suggest that knowledge sharing and positive mood are necessary to facilitate the positive link between value diversity and creativity; otherwise, diversity can have negative effects on creativity. Thus, value diversity, mood, and knowledge sharing should be considered in the formation, training, and performance evaluation of teams.

The Influence of Project Commitment and Team Commitment on the Relationship between Trust and Knowledge Sharing in Project Teams

2017 ◽  
Vol 48 (2) ◽  
pp. 5-21 ◽  
Author(s):  
Marte Pettersen Buvik ◽  
Sturle Danielsen Tvedt
Keyword(s):  
Knowledge Sharing ◽  
Mediation Analysis ◽  
Construction Project ◽  
Project Team ◽  
Project Teams ◽  
Team Members ◽  
Team Commitment ◽  
The Relationship

The purpose of the study is to enhance our understanding of the relationship among trust, commitment, and knowledge sharing in project teams. We examine how trust directly and indirectly affects knowledge sharing. We include two different foci of commitment that are highly relevant to project teams: team commitment and project commitment. A mediation analysis is conducted on data from 179 project team members in 31 Norwegian construction project teams. Our results suggest different effects of the two foci of commitment, indicating that, in a project team context, project commitment is more important for knowledge sharing than team commitment.

A cross-level examination of team-directed empowering leadership and subordinates' innovative performance: an AMO theory perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yang Cui ◽  
Guilan Yu
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Self Efficacy ◽  
Feedback Seeking ◽  
Empowering Leadership ◽  
Content Type ◽  
Innovative Performance ◽  
Creative Self ◽  
Team Knowledge Sharing

PurposeIn the field of innovation, individual innovative performance also has an important impact on team and organizational innovative performance, thus it is necessary to identify factors that increase individual innovative performance. One key to unlock individual innovative performance is empowering leadership. Drawing on the Ability-Motivation-Opportunity (AMO) theoretical framework, this study investigates the cross-level influence of team-directed empowering leadership on subordinates' innovative performance and verifies the mediating role of creative self-efficacy (A), intrinsic motivation (M), team knowledge sharing (O) and the moderating effect of feedback seeking climate.Design/methodology/approachWith a sample of 102 teams and 722 employees, this study uses Mplus7.4 software to carry out cross-level model analysis based on MSEM multilevel mediation test methodology.FindingsThe results from cross-level analysis indicate that: (1) Team-directed empowering leadership has a significant positive impact on subordinates' innovative performance. (2) Team-directed empowering leadership enhances subordinates' innovative performance through the improvement of creative self-efficacy, intrinsic motivation and team knowledge sharing. (3) Based on the feedback perspective, feedback seeking climate moderates the relationship between team-directed empowering leadership and creative self-efficacy, intrinsic motivation and team knowledge sharing.Originality/valueThis study introduced the AMO theory into the research on cross-level mediating mechanism between team-directed empowering leadership and subordinates' innovative performance, which broadens the theoretical research perspective. Considering the difference between empowering leadership and laissez-faire leadership and the guiding role of feedback, this study selects feedback seeking climate as a moderator in view of feedback, which riches the contingency factors on the cross-level effect of team-directed empowering leadership.

scholarly journals How Job Creativity Requirements Affects Employee Creativity: Evidence From a Across-Level Analysis

2021 ◽  
Vol 12 ◽  
Author(s):  
Yingshuang Ma ◽  
Haomin Zhang ◽  
Yi Dai
Keyword(s):  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Creative Process ◽  
Theoretical Framework ◽  
Employee Creativity ◽  
Linear Modeling ◽  
The Cross ◽  
The Relationship ◽  
Team Knowledge Sharing ◽  
Level Analysis

The present study adopted the Pygmalion perspective and a multilevel theoretical framework to investigate whether creative process engagement mediates the linkage of job creativity requirement with employee creativity. We examined whether team knowledge sharing moderates the aforementioned relationship. We obtained data from 71 supervisors and their 453 employees from three companies in China and applied Hierarchical Linear Modeling (HLM) version 6.08 to test the cross-level hypotheses. The results revealed that creative process engagement mediates the positive linkage of job creativity requirement with employee creativity. In addition, we observed that team knowledge sharing moderates the relationship among job creativity requirement, employee creativity, and creative process engagement. The practical and theoretical implications of the findings are discussed.

scholarly journals Investigating the interplay between social presence, motivation, and knowledge sharing behaviour in virtual learning environment

2021 ◽  
Vol 10 (6) ◽  
pp. 317-328
Author(s):  
Putra Endi Catyanadika
Keyword(s):  
Learning Environment ◽  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Social Presence ◽  
Virtual Learning ◽  
Virtual Learning Environment ◽  
Partial Least Square ◽  
Least Square ◽  
Positive Effects ◽  
The Relationship

This study investigates the interplay between social presence, motivation, and knowledge sharing behaviour in the virtual learning environment. Sample for this research were 150 university students participated in online class sessions. A quantitative analysis was conducted by Structural Equation Modelling (SEM) with Partial Least Square (PLS) methods. The result showed that (1) there are positive effects between social presence on intrinsic motivation and knowledge sharing behaviour, (2) there is a positive effect between intrinsic motivation and knowledge sharing behaviour, (3) intrinsic motivation partially mediated the relationship between social presence and knowledge sharing behaviour, and (4) extrinsic motivation acts as predictor moderator on the relationship between social presence, intrinsic motivation, and knowledge sharing behaviour. These results implied the importance of students’ motivation and social presence perception to foster knowledge sharing in the mediated learning environment.

What makes a high performer share knowledge?

2016 ◽  
Vol 22 (5/6) ◽  
pp. 269-283 ◽  
Author(s):  
Megan Lee Endres ◽  
Kyle T. Rhoad
Keyword(s):  
Knowledge Sharing ◽  
Individual Performance ◽  
Work Environments ◽  
Strong Impact ◽  
Cross Sectional ◽  
Content Type ◽  
Team Members ◽  
High Performers ◽  
The Usa ◽  
Team Knowledge Sharing

Purpose Knowledge sharing is an important individual behavior that benefits teams and organizations. However, little is known about environments with both team and individual rewards. The purpose of this study is to investigate high-ability team members’ knowledge sharing in an environment with both team and individual rewards. The motivation, opportunity and ability framework was specifically applied to a work situation with face-to-face interaction and objective performance measures. Design/methodology/approach Survey data were gathered from college baseball players in varied regions of the USA. Findings Unexpectedly, individual ability was negatively related to individual knowledge sharing. However, as pro-sharing norms increased, all players reported higher knowledge sharing, especially the highest-ability players. Research limitations/implications Limitations include that the sample is small and team members were not from the same teams, prohibiting aggregation to a higher level of analysis. The study is cross-sectional and self-reported, as well. The sample was homogeneous and young. Practical implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Social implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Development of pro-sharing norms can be critical for encouraging these team members with the potential to have a strong impact on the lower-performing team members, as well as to inspire further knowledge sharing. Originality/value The baseball team member sample is unique because of the team and individual performance aspects that include objective ability measures.

scholarly journals Intrinsic Rewards for Creativity and Employee Creativity to the Mediation Role of Knowledge Sharing and Intrinsic Motivation

2021 ◽  
Vol 2021 ◽  
pp. 1-15
Author(s):  
Sayed Sami Muzafary ◽  
Muhammad Naim Wahdat ◽  
Mudassir Hussain ◽  
Bonga Mdletshe ◽  
Shouket Ahmad Tilwani ◽  
...  
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Idea Generation ◽  
Employee Creativity ◽  
Intrinsic Rewards ◽  
Mediating Role ◽  
The One ◽  
Matched Data ◽  
The Relationship

The purpose of this research is to examine the mediating role of knowledge sharing and intrinsic motivation on the relationship between intrinsic rewards for creativity and employee creativity and furthermore explore the mediating role of intrinsic motivation on the relationship between intrinsic rewards for creativity and knowledge sharing. A total of 400 matched data were collected from employees and their immediate supervisors of four public universities in Afghanistan. The results revealed that knowledge sharing and intrinsic motivation mediated the linkage between intrinsic rewards for creativity and employee creativity, which comprises idea generation. The results have shown that the relationship between intrinsic rewards for creativity and knowledge sharing is mediated by intrinsic task motivation. The current research contributes to the employee creativity literature by empirically examining the mediating role of knowledge sharing and intrinsic motivation in the relationship between intrinsic rewards for creativity and employee creativity in the one hand and the mediating role of intrinsic motivation in the relationship between intrinsic rewards for creativity and employee creativity in other.

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