Effects of Intrinsic and Extrinsic Motivational Factors on Employee Participation in Internal Crowdsourcing Initiatives in China

Abstract

The concept of crowdsourcing, categorized into internal and external crowdsourcing, emerged relatively recently. Internal crowdsourcing gained increasing popularity in Chinese organizations. Based on the self-determination theory (SDT), this study advances the theoretical understanding of the effects of employee motivation antecedents (the three basic psychological needs: autonomy, competence, and relatedness) on participation effort in internal crowdsourcing activities. Through an online survey, 435 employees in information technology organizations in southern China completed the questionnaires which used for statistical analysis and hypotheses testing. It was found that the three basic psychological needs significantly positively impacted employees’ intrinsic motivation, with autonomy having the most significant effect. Furthermore, only the needs for autonomy and competence were significantly positively associated with extrinsic motivation. A positive relation was observed between intrinsic motivation and employee participation effort in internal crowdsourcing. Although no direct relationship was revealed between extrinsic motivation and employee participation effort, an indirect effect of extrinsic motivation on employee participation via intrinsic motivation was observed, which aligned with one of the main concepts of SDT, the internalization process of extrinsic to intrinsic motivation. Accordingly, the SDT model is applicable to information technology organizations in China based on the findings of this study.

Main motivations and barriers to pro-environmental behaviour: a study from the employee’s perspective

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“…It is defined as the desire to make an effort to obtain results external to the work itself (Grant, 2008). Extrinsic motivation can assume that individuals act to obtain a reward influenced by a power relationship (Deci et al , 2017), while intrinsic motivation implies that individuals act for the pleasure of the activity or because they consider that the action to perform is relevant and valuable (Suen et al , 2022). In this sense, both motivations are valid to promote pro-environmental behaviours.…”

Complex Network-Based Evolutionary Game for Knowledge Transfer of Social E-Commerce Platform Enterprise’s Operation Team under Strategy Imitation Preferences

“…(2) Gamification marketing strategy for social e-commerce is highly applicable to the mobile phone service environment, and can effectively enhance enjoyment, improve mobile phone user engagement and retention, and accelerate repurchase [46]; (3) High-quality information content [47], personalized website content for customers' preferences [3], and both friendliness and ease of use of websites [4] all contribute to improving customers' trust in products. Furthermore, timely response service to customers' needs can win customers' trust by resolving disputes and disambiguation [48]; (4) Penetrating brand culture into consumers and enabling consumers to obtain brand emotional experience value can effectively improve brand loyalty [49]; (5) Telepresence and social presence generated by live streaming enable consumers to immerse themselves in a virtual world similar to the offline consumption environment, thereby reducing the uncertainty of consumers and the psychological distance between them and merchants, and, thus, enhancing consumers' trust [50][51][52][53][54]; (6) Crowd-sourcing leverages the potential of users in social networks to generate new ideas and advertisements, create added value at a small cost and even at no cost, and improve efficiency by understanding customer needs, identifying potential customers, and building loyalty [55]. Furthermore, the social e-commerce platform enterprise's operation team can improve the competitiveness of the social e-commerce platform enterprise by collaboratively creating consumers' demand and promoting shopping social attributes.…”

Business-to-Business sellers’ motivations in sales performance – A six-dimensional framework proposition

“…Whether internal or external, motivational factors serve as stimulants influencing individual ability to execute sales tasks (Abbasi, Goh & Ariffin 2019;Fu et al 2017;Suen et al 2022). A meta-analysis of the research work of Churchill et al (1985) and Verbeke, Dietz and Verwaal (2011) highlighted three broad categories of individual motivations that are imperative within the context of sales performance, namely cognitive choice, goal orientation, and work engagement.…”