Encouraging knowledge contribution in IT support: social context and the differential effects of motivation type

Abstract

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The relationship between organizational commitment, knowledge transfer and knowledge management maturity

“…Considering the time that the employee spends contributing to the system, there is a move away from their primary responsibilities. In this sense, the employee decides whether they want to contribute to the knowledge management systems (Wang et al, 2015). Gallagher and Hazlett (1999) argue that the maturity models must be incremental in nature, which represents an attempt to interpret a succession of positions, phases or stages in terms of growth and maturity, all with the goal of improving the process and business performance.…”

Knowledge diversity and firm performance: an ecological view

“…An effective IT infrastructure allows knowledge to be stored, created, and shared more efficiently (Alavi and Leidner, 2001;Tanriverdi, 2005;Wang et al, 2015). Therefore, it is plausible that firms with IT capabilities that are more effective support a higher level of knowledge strength and are more capable of handling knowledge diversity.…”

People’s Motivation to Participate in Social Network Sites, Subsequent Behaviours, and Situation Self-Awareness following a Crisis: Evidence from the MH370 Flight Incident

“…Controlled motivation, such as external rewards, often leads to mundane and simple tasks (Amabile et al, 1990;McGraw, 1978;McGraw and McCullers, 1979). For example, in the context of Information Technology (IT) support, Wang et al (2015) find that external motivation, a specific type of controlled motivation, is positively related to mundane knowledge contribution (i.e., knowledge contribution via documents). In the context of SNSs, individuals with controlled motivation are likely to focus on external rewards (e.g., medals, high rankings) and tend to minimize their cognitive efforts whenever possible.…”

“…Individuals with high levels of autonomous motivation do not engage in behaviours for external rewards, but act because they understand the rationale of those activities and integrate those activities into their own values (Ryan and Deci, 2000). For example, Wang et al (2015) find that the intrinsic motivation of system administrators is positively related to challenging knowledge contribution (i.e., knowledge contribution via tickets).…”