We surveyed management teams in 102 hotel properties in the United States to examine the intervening roles of knowledge sharing and team efficacy in the relationship between empowering leadership and team performance. Team performance was measured through a time-lagged market-based source. Results showed that empowering leadership was positively related to both knowledge sharing and team efficacy, which, in turn, were both positively related to performance.

This article examines the role of monetary rewards in encouraging knowledge sharing in organizations through four mechanisms of knowledge sharing. We argue that the system of contributing knowledge to databases is the most amenable to rewards contingent on knowledge sharing behaviors because of opportunities for the reward allocator to measure the knowledge sharing behaviors. In the case of formal interactions within or across teams and work units, while rewards could be made partly contingent on knowledge sharing behaviors as in merit pay, rewards based on collective performance are also likely to be effective in creating a feeling of cooperation, ownership, and commitment among employees. In addition, we propose that team-based rewards and company wide incentives (profit sharing, gainsharing, and employee stock options) would be particularly instrumental in enhancing knowledge sharing within teams and across work units, respectively. In the case of knowledge sharing through informal interactions, the key enabling factor is trust between the individual and the organization. In this case, the role of rewards is indirect, that is, procedural and distributive fairness of organizational rewards are important factors in the development of trust. We also consider knowledge sharing in communities of practice and theorize that intrinsic rewards and factors that build expertise and provide recognition are the most appropriate means of fostering feeling of competence. Finally, we discuss the research implications.

Past researchers have argued that the relative importance a person attaches to money is negatively related to subjective well-being (SWB). However, the past research suffers from the theoretical problem of not including the diferent motives for making money. With a sample of 240 business students, the authors developed a set of scales to measure motives for making money. They used a sample of 492 business students to confirm the factor structure of these motives. With another sample of 266 business students, the authors found that the negative relationship between money importance and SWB was due to the two variables being the result of a common cause; namely, the motives of social comparison. seeking power, showing off, and overcoming self-doubt. This finding was replicated with a sample of 145 entrepreneurs.

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