Social motives polarity and its impact on knowledge sharing

Abstract

Purpose -The purpose of this paper is to look into the impact of important social motives on knowledge-sharing behavior in a collaborative environment and how people might react to each of these motives. Design/methodology/approach -The applied methodology used in this paper is based on an online survey and statistical hypothesis developed for each of the motives with different comparison means under two circumstances. Findings -The paper exhibits the different impact of each of the motives over the sharing behaviour in collaborative platforms. Despite general beliefs, although many motives might not have a very significant impact under normal behavioral circumstances that is based on either an agreement or disagreement level, all of those tested motives show a positive tendency when tested on the neutral (Dilemma) position. Research limitations/implications -This study has examined a small and generalized group of people for social networking analysis with a limited number of motivational factors tested. Future research can extend the findings on a greater scale and/or examination of more diverse motives. Originality/value -This study tries to change the presumptions about the collaboration-sharing behaviours and motives and how social environment can behave differently under the same circumstances on a business-oriented platform. The study also suggests how the findings can be applied to leverage social collaboration more efficiently to enhance knowledge sharing for business purposes.

Knowledge sharing is knowledge transfer: a misconception in the literature

“…According to Bender and Fish (2000), “information” is transformed into “knowledge” only in an individual’s mind based on one’s interpretations, values, beliefs and experiences. The notion knowledge is more superior to information and that it only forms in an individual’s mind is also supported by many other researchers, for example Sabetzadeh and Tsui (2011) and Zhang and Ng (2012) to name a few. In fact, Sabetzadeh and Tsui (2011) have further added that information is only descriptive; however, knowledge is predictive because it provides the basis for future prediction.…”

Social dilemmas in knowledge sharing: an examination of the interplay between knowledge sharing culture and performance climate

“…Interaction between the conflicting objectives of knowledge sharing culture and performance climate is bound to create a mixed-motive situation of social dilemma where individuals come face to face with a conflict between maximizing personal interests over maximizing collective welfare. Employees may face a dilemma of having to choose between collaborating and sharing knowledge (Casimir et al , 2012; Sabetzadeh and Tsui, 2011) or competing and withholding knowledge from others (Connelly et al , 2013; Fletcher and Nusbaum, 2010). In a competitive performance climate, employees may reciprocate by withholding knowledge to gain some competitive advantage for themselves or to increase the value of the knowledge that they possessed so that they can be positively evaluated during the assessment and be rewarded for it (O’Neill and Adya, 2007).…”

A structural equation model for knowledge sharing behavior in an emerging economy

“…However, information alone, without interpretation, cannot be converted to knowledge and this limits its value for building capacity. Knowledge is the integration of information and personal experience that affects an individual’s choices and behaviour, as well as the foundation of reasoned action (Bender and Fish, 2000; Sabetzadeh and Tsui, 2011). In fact, knowledge-sharing behaviour is an effective approach to maintaining the competitiveness of organizations (Penrose, 1952; Grant, 1996; Yam and Chan, 2015; Sabetzadeh and Tsui, 2011; Haak-Saheem et al , 2016).…”