An (Almost) Free Lunch? Social Recognition and Knowledge Sharing Behavior in a Virtual Community

2015 ◽  
Vol 2015 (1) ◽  
pp. 13279
Author(s):  
Hyunwoo Park ◽  
Jeongsik Jay Lee
Keyword(s):  
Knowledge Sharing ◽  
Virtual Community ◽  
Social Recognition ◽  
Free Lunch ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Understanding Knowledge-Sharing Motivation, Incentive Mechanisms, and Satisfaction in Virtual Communities

2012 ◽  
Vol 40 (4) ◽  
pp. 639-647 ◽  
Author(s):  
Chia-Shen Chen ◽  
Shih-Feng Chang ◽  
Chih-Hsing Liu
Keyword(s):  
Knowledge Sharing ◽  
Survey Data ◽  
Virtual Communities ◽  
Incentive Mechanism ◽  
Virtual Community ◽  
Community Members ◽  
Incentive Mechanisms ◽  
Knowledge Sharing Behavior ◽  
The Incentive Mechanism ◽  
Sharing Behavior

Virtual communities have gained popularity as a means for individuals to learn and share knowledge. However, knowledge-sharing motivation, incentive mechanisms, and satisfaction in these communities have not been examined in detail. Using survey data from 169 community members, we investigated the conditions under which motivation, incentive mechanisms, and satisfaction affect knowledge-sharing behavior. We found that the incentive mechanism is a significant predictor of a virtual community member's motivation to obtain knowledge, and that the incentive mechanism and motivation do not positively affect a member's satisfaction that causes him/her to engage willingly in knowledge sharing with others in virtual communities.

Impact of Extrinsic and Intrinsic Motivation Element to People Knowledge Sharing Behavior at Virtual Communities of Practices in Indonesia

2016 ◽  
Vol 1 (3) ◽  
pp. 619 ◽  
Author(s):  
Setiawan Assegaff ◽  
Kurniabudi Kurniabudi ◽  
Erick Fernando
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Extrinsic Motivation ◽  
Virtual Communities ◽  
Virtual Community ◽  
Study Data ◽  
Knowledge Sharing Behavior ◽  
Primary Driver ◽  
And Behavior ◽  
Sharing Behavior

<p>One of critical challenge in knowledge management success is to motivate people share their knowledge to others. Prior’s research reveals that motivation as primary driver for people to perform knowledge sharing. Previous study also indicated people influenced by internal (intrinsic) and external (extrinsic) motivation when perform the knowledge sharing. The aim of this article is to investigate and explores how the elements of extrinsic and intrinsic motivation contribute to people intention in perform knowledge sharing in virtual communities. Moreover this study would confirm and understand how this knowledge sharing behavior occurs in Indonesia Context. Many literatures argue that different culture context would produce different of people belief and behavior. This study conducts a survey in a formal virtual community of practices members in one Indonesia Company. Two hundred and four respondents participated in this study. Data was analysis using SEM with Smart PLS Software. This study found that both of those motivations (intrinsic and extrinsic) are positively influences behavior of people knowledge sharing in formal Virtual Communities of Practices. In advance this studies indicate that extrinsic motivation is major motivation element that influencing people in perform knowledge sharing.</p>

A learning organization perspective on knowledge-sharing behavior and firm innovation

2006 ◽  
Vol 25 (4) ◽  
pp. 227-236
Author(s):  
Li-Fen Liao
Keyword(s):  
Knowledge Sharing ◽  
Learning Organization ◽  
Significant Relationship ◽  
Shared Vision ◽  
Firm Innovation ◽  
Positive Effects ◽  
Knowledge Sharing Behavior ◽  
Relationship Of ◽  
The Relationship ◽  
Sharing Behavior

Sharing knowledge and firm innovation are the crucial ways to sustain competitive advantage. This study builds a nested model to test the relationship between learning organization, knowledge-sharing behavior, and firm innovation. Data gathered from 254 employees were used to examine the relationship of the learning organization to employees' knowledge-sharing behavior and firm innovation. The results indicate that open-mindedness, shared vision and trust have positive effects on both knowledge-sharing behavior and firm innovation. While commitment to learning does not shows significant relationship on knowledge-sharing behavior and firm innovation. Communication has significance on firm innovation but not significance on knowledge-sharing behavior.

scholarly journals Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

2019 ◽  
Vol 11 (19) ◽  
pp. 5419 ◽  
Author(s):  
Natàlia Cugueró-Escofet ◽  
Pilar Ficapal-Cusí ◽  
Joan Torrent-Sellens
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Organizational Justice ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Comprehensive Model ◽  
Affective Organizational Commitment ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.

Impact of organizational culture and computer self-efficacy on knowledge sharing

2015 ◽  
Vol 115 (4) ◽  
pp. 590-611 ◽  
Author(s):  
Zhen Shao ◽  
Tienan Wang ◽  
Yuqiang Feng
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Self Efficacy ◽  
Enterprise Systems ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Tacit Knowledge Sharing ◽  
Sharing Behavior ◽  
Computer Self Efficacy

Purpose – The purpose of this paper is to examine the impact mechanism of organizational culture (OC) on Enterprise Resource Planning (ERP) user’s explicit and tacit knowledge-sharing behavior in the context of enterprise systems usage. Design/methodology/approach – Drawing from social cognitive theory, the authors developed a comprehensive model that integrates OC, computer self-efficacy and employees’ knowledge-sharing behaviors. In total, 343 valid questionnaires were collected from ERP users of 115 firms and structural equation modeling technique was used to test the model. Findings – Empirical results suggest that hierarchical culture that focusses on efficacy and uniformity is positively related with employees’ explicit knowledge sharing; group culture that focusses on trust and belonging is positively related with employees’ tacit knowledge sharing, and their relationship is fully mediated by employees’ computer self-efficacy. In addition, computer self-efficacy also partially mediates the relationship between rational culture and employees’ knowledge sharing. Practical implications – This study provides guidelines for top managers to enhance employees’ computer self-efficacy and facilitate employees’ knowledge-sharing behavior by developing appropriate type of OC. Originality/value – This study unpacks the mediating mechanism between OC and knowledge sharing, and contributes to the academic research of knowledge management in the context of enterprise systems assimilation.

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