从基于身份的动机角度理解知识共享

IF 9.3 1区 管理学 Q1 BUSINESS Journal of Management Pub Date : 2024-05-14 DOI:10.1177/01492063241248106
Anne Burmeister, Yifan Song, Mo Wang, Andreas Hirschi
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引用次数: 0

摘要

研究通常采用社会交换的视角,认为员工与同事分享知识是为了回报之前的积极待遇,以报答同事的恩情。我们挑战了这种对外部动机来源的主流关注,采用了基于身份的动机视角。我们的理论以身份理论为基础,承认知识共享的身份中心性是知识共享的内部动力来源。我们还结合社会认知理论的关键前提,解读了员工如何通过自我调节机制表达其知识共享身份中心性。具体来说,我们认为知识共享认同中心性会触发一个自我验证过程,通过知识共享设想和知识共享自我效能促进知识共享。我们进一步认为,员工的自我验证努力加强了知识共享认同中心性的积极影响。我们采用了多研究设计,进行了两项研究,以了解员工为何、如何以及何时共享知识。具体来说,在一项人内现场实验(研究 1)中,我们发现,通过知识共享设想和知识共享自我效能感,提高知识共享身份中心性会增加员工的日常知识共享。在一项采用时滞数据的人际实地研究(研究 2)中,我们重复了人内研究的结果,并进一步证明了自我验证努力是加强知识共享身份中心性效应的调节因素。我们的研究结果推动了对员工知识共享动机的研究,揭示了内部身份驱动的动机过程。我们还为从业人员提供了有效的知识共享干预措施。
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Understanding Knowledge Sharing From an Identity-Based Motivational Perspective
Research typically adopted a social exchange perspective to suggest that employees share their knowledge with coworkers to reciprocate prior positive treatment to return the favor. We challenge this dominant focus on external motivational sources and adopt an identity-based motivational perspective. Our theorizing is grounded in identity theory and recognizes knowledge-sharing identity centrality as an internal source of motivation for knowledge sharing. We also decipher how employees express their knowledge-sharing identity centrality through self-regulatory mechanisms by incorporating key premises from social cognitive theory. Specifically, we argue that knowledge-sharing identity centrality triggers a self-verification process that facilitates knowledge sharing through knowledge-sharing envisioning and knowledge-sharing self-efficacy. We further argue that the positive effects of knowledge-sharing identity centrality are strengthened by employee self-verification striving. We adopted a multistudy design and conducted two studies to understand why, how, and when employees share knowledge. Specifically, in a within-person field experiment (Study 1), we showed that improving knowledge-sharing identity centrality increased an employee’s daily knowledge sharing via knowledge-sharing envisioning and knowledge-sharing self-efficacy. In a between-person field study with time-lagged data (Study 2), we replicated the within-person findings and further demonstrated self-verification striving as a moderator strengthening the effects of knowledge-sharing identity centrality. Our findings advance research on employee knowledge-sharing motivation, unveiling the internal identity-driven motivation processes. We further provide practitioners with an effective knowledge-sharing intervention.
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来源期刊
CiteScore
22.40
自引率
5.20%
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0
期刊介绍: The Journal of Management (JOM) aims to publish rigorous empirical and theoretical research articles that significantly contribute to the field of management. It is particularly interested in papers that have a strong impact on the overall management discipline. JOM also encourages the submission of novel ideas and fresh perspectives on existing research. The journal covers a wide range of areas, including business strategy and policy, organizational behavior, human resource management, organizational theory, entrepreneurship, and research methods. It provides a platform for scholars to present their work on these topics and fosters intellectual discussion and exchange in these areas.
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