A Factorial Validation of Knowledge-Sharing Motivation Construct

Gu, Qinxuan; Gu, Yansheng

doi:10.4236/jssm.2011.41009

Cited by 10 publications

(13 citation statements)

References 22 publications

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“…As Alderfer (1969: 147) concludes: "A person experiences a greater sense of wholeness and fullness as a human being by satisfying growth needs." Gu and Gu (2011) also found that knowledge sharing can be motivated by just following organizational or societal norms although knowledge sharing might not be mandatory. In the literature, this motive of human behavior is also called principalism (Batson et al 2008).…”

Section: B Content Of Motivationmentioning

confidence: 99%

“…The so-called 'existence motive' goes back to Maslow (1968) and Alderfer (1972). Gu and Gu (2011) identified these motives to be part of KSM. Extrinsic rewards are often not found to influence knowledge sharing behavior (Law et al 2017;Bock and Kim 2001;Hall 2001;Stott and Walker 1995).…”

Section: B Content Of Motivationmentioning

confidence: 99%

“…When asked why employees join in knowledge transfer workshops or contribute to the wiki, the interviewees referred to several determinants, which are condensed in table 2. Due to this predominantly fit between the material from informal interviews and the dimensions already constructed by Gu and Gu (2011), their dimensions provided a basis for item formulation. The scale was extended by altruism because altruistic reasons for knowledge sharing were mentioned in the empirical material and also suggested by Hung et al (2011).…”

Section: A Item Generationmentioning

confidence: 99%

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Motivated to Share? Development and Validation of a Domain-Specific Scale to Measure Knowledge-Sharing Motives

Fischer¹

2018

Preprint

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This paper examines the construct of knowledge sharing motivation (KSM) and develops a scale to measure knowledge sharing motives. Following the Rubicon model (Heckhausen 1989) the author suggests that KSM and knowledge sharing behaviour (KSB) are different stages in the process of human behavior which alternate and affect each other but are by no means identical. Hence, knowledge sharing motivation cannot be measured by knowledge sharing behavior, which is done in the literature up to now. According to theories of human needs and motives, several dimensions of knowledge sharing motivation are suggested. Furthermore, qualitative data and peer review were used to generate items. The constructed scale of KSM is tested with survey data of 355 German public employees from 2017. An exploratory factor analysis indicates a clear separation of knowledge sharing motivation and behavior. The analysis indicates three dimensions of KSM, namely appreciation, growth and altruism, and extrinsic rewards. A confirmatory factor analysis using structural equation modeling confirms the results. The developed construct of KSM shows an acceptable model fit. Hence, the scale can be used as a basis for further research on knowledge sharing. Practitioners might use the developed scale to assess knowledge sharing motivation of employees in their organization as a basis for the design of management practices that foster knowledge sharing.

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Section: B Content Of Motivationmentioning

confidence: 99%

Section: B Content Of Motivationmentioning

confidence: 99%

Section: A Item Generationmentioning

confidence: 99%

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Motivated to Share? Development and Validation of a Domain-Specific Scale to Measure Knowledge-Sharing Motives

Fischer¹

2018

Preprint

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“…Final antecedent variable is the motivation for sharing knowledge which needs to be evaluated for successful knowledge sharing (Gu, Gu, 2011). Motivators and demotivators are influential for organizational knowledge sharing (Oye et al, 2011).…”

Section: Discussion Knowledge Sharing Environmentmentioning

confidence: 99%

Enablers of Successful Knowledge Sharing Behavior: KMS, Environment and Motivation

2017

European Journal of Economic Studies

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Knowledge sharing is suggested as a key element for Knowledge Management in sustaining organizational competitiveness. This work investigates the relationships proposed by a knowledge sharing model implying that knowledge sharing practices contribute to organizational and individual performance as a result of (a) qualified Knowledge Management Systems, (b) suitable knowledge sharing environment and (c) organizational knowledge sharing motivation. The proposed model is tested by using the data obtained from surveying various private and public Bosnian enterprises. At the end of data collection period, 207 usable surveys are achieved. According to the results, Knowledge Management in Bosnia is still developing yet. Model test suggests advanced Knowledge Management Systems, suitable knowledge sharing environment and high organizational knowledge sharing motivation influence knowledge sharing and successful knowledge sharing increases the performance of both individuals and the organization. The results suggest that successful knowledge sharing can be achieved through considering technical (KMS), social (environment) and the individual (motivation).

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“…Transferring knowledge provides opportunities for mutual -1222-Intangible Capital -http://dx.doi.org/10.3926/ic.405 learning and cooperation inter and intragenerational, which in turn stimulates the creation of new knowledge (Marouf, 2007). Knowledge transfer facilitates the creation, sharing and exchange of knowledge (Gu & Gu, 2011). Therefore, especially in family firms, knowledge need to be accumulated by family members to generate value over time, particularly when the new generation has to assume control of the business.…”

Section: Knowledge Transfer In Family Businessesmentioning

confidence: 99%

Study of factors influencing knowledge transfer in family firms

Martínez

Galván

Palacios

2013

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Purpose: We propose in this paper to analyze what are the factors that influence knowledge transfer both intra and intergenerational in family firms. The main objective is to establish a framework that can be used later in empirical research, although we maintain a completely theoretical approach in this paper Design/methodology/approach: This study, which is a comprehensive framework characterized the knowledge transfer literature in family firms in terms of the factors influencing them, was developed by an extensive literature review. Findings:Based on an extensive literature review, we conclude that knowledge is best transferred when family members value the following factors: trust between family members, commitment to the family business, intergenerational relationships, intragenerational relationships, psychological ownership of the family business, successor's aspects and training, predecessor involvement in the successor training, organizational culture and relationships with Family Business Associations. Research limitations/implications:The study demonstrates the extensiveness and variety of knowledge transfer research. However there is not the same situation in family firms' field. For academics, these different factors can be used as a map for future empirical studies. Originality/value:There is a notable lack of research into knowledge practices in -1216-Intangible Capital -http://dx.doi.org/10.3926/ic.405 small and medium-sized enterprises and especially in family firms. Besides, there is a gap in the understanding of an effective way to transfer these resources across generations; actually, existing studies on knowledge management in family businesses are scarce. The main value of our paper is to fill out partially this gap.

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A Factorial Validation of Knowledge-Sharing Motivation Construct

Abstract: ABSTRACT

Cited by 10 publications

References 22 publications

Motivated to Share? Development and Validation of a Domain-Specific Scale to Measure Knowledge-Sharing Motives

Motivated to Share? Development and Validation of a Domain-Specific Scale to Measure Knowledge-Sharing Motives

Enablers of Successful Knowledge Sharing Behavior: KMS, Environment and Motivation

Study of factors influencing knowledge transfer in family firms

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