BEHAVIORAL INTENTION FORMATION IN KNOWLEDGE SHARING: EXAMINING THE ROLES OF EXTRINSIC MOTIVATORS, SOCIAL-PSYCHOLOGICAL FOR...
Outline <ul><li>Introduction </li></ul><ul><li>Theoretical Framing </li></ul><ul><li>The Research Model and Hypotheses </l...
Introduction <ul><li>Where is the knowledge? </li></ul><ul><li>Knowledge sharing and gap </li></ul><ul><li>Hoarding knowle...
Theoretical Framing (1/3) <ul><li>Szulanski(1996) suggests that motivational forces derive from one of two bases: (1) empl...
Theoretical Framing (2/3) <ul><ul><li>Institutional structures </li></ul></ul><ul><ul><ul><li>The common phenomenon: the c...
Theoretical Framing (3/3) <ul><li>TRA(theory of reasoned action) </li></ul><ul><li>Interview executives to validate the mo...
Motivational drivers <ul><li>Three categories used to explain social actions </li></ul><ul><ul><li>Economic : Anticipated ...
The Research Model and Hypotheses <ul><li>Typical TRA formulation </li></ul><ul><ul><li>The subjective norm </li></ul></ul...
 
Research Methodology  and Analysis <ul><li>Pre-test </li></ul><ul><ul><li>61 responses from 13 organizations in 17 industr...
H2 H1 H3 H4 H5 H6 H7 H9 H8
 
Discussion, Implications, and Limitations <ul><li>Important insights of the research </li></ul><ul><ul><li>Extrinsic rewar...
Discussion, Implications, and Limitations <ul><li>Study’s limitations  </li></ul><ul><ul><li>Data are  cross-sectional , t...
Discussion, Implications, and Limitations <ul><li>3 Suggestions  </li></ul><ul><ul><li>Emphasize efforts to nurture the  r...
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Behavioral Intention Formation In Knowledge

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  • Behavioral Intention Formation In Knowledge

    1. 1. BEHAVIORAL INTENTION FORMATION IN KNOWLEDGE SHARING: EXAMINING THE ROLES OF EXTRINSIC MOTIVATORS, SOCIAL-PSYCHOLOGICAL FORCES, AND ORGANIZATIONAL CLIMATE MIS Quarterly Vol. 29 No. 1, pp. 87-111/March 2005 楊世偉 954203037 鄭志瑋 954203039 蔡繼正 954203057
    2. 2. Outline <ul><li>Introduction </li></ul><ul><li>Theoretical Framing </li></ul><ul><li>The Research Model and Hypotheses </li></ul><ul><li>Research Methodology and Analysis </li></ul><ul><li>Discussion, Implications, and Limitations </li></ul><ul><li>Conclusion </li></ul>
    3. 3. Introduction <ul><li>Where is the knowledge? </li></ul><ul><li>Knowledge sharing and gap </li></ul><ul><li>Hoarding knowledge are natural human tendencies. (Davenport and Prusak, 1998) </li></ul><ul><li>Organizational incentives structures </li></ul><ul><ul><li>Pay-for-performance compensation schemes </li></ul></ul><ul><li>The aim of this study </li></ul>
    4. 4. Theoretical Framing (1/3) <ul><li>Szulanski(1996) suggests that motivational forces derive from one of two bases: (1) employees personal belief structures ,and (2) institutional structures. </li></ul><ul><ul><li>Personal belief structures </li></ul></ul><ul><ul><ul><li>Individual benefit , i.e., self-interest, personal gain etc. </li></ul></ul></ul><ul><ul><ul><li>Group benefit , i.e., reciprocal behaviors, relationships with others, community interest, etc. </li></ul></ul></ul><ul><ul><ul><li>Organizational benefits , i.e., organizational gain, organizational commitment, etc. </li></ul></ul></ul>
    5. 5. Theoretical Framing (2/3) <ul><ul><li>Institutional structures </li></ul></ul><ul><ul><ul><li>The common phenomenon: the creation and influence of social contexts in organizations </li></ul></ul></ul><ul><ul><ul><li>Climate refers to a contextual situation at a point in time and its link to the thoughts, feelings, and behaviors of organizational members. </li></ul></ul></ul><ul><ul><ul><li>Culture refers to an evolved context within which specific situations are embedded. </li></ul></ul></ul><ul><ul><ul><li>Quantitative  climate; Qualitative  culture </li></ul></ul></ul><ul><ul><ul><li>Our focus is quantitative </li></ul></ul></ul>
    6. 6. Theoretical Framing (3/3) <ul><li>TRA(theory of reasoned action) </li></ul><ul><li>Interview executives to validate the motivational factors </li></ul><ul><li>CKO or CIO in 5 Korean organizations </li></ul>
    7. 7. Motivational drivers <ul><li>Three categories used to explain social actions </li></ul><ul><ul><li>Economic : Anticipated extrinsic rewards </li></ul></ul><ul><ul><li>Social psychological: anticipated reciprocal relationships and sense of self-worth </li></ul></ul><ul><ul><li>Sociological : </li></ul></ul><ul><ul><ul><li>fairness climate </li></ul></ul></ul><ul><ul><ul><li>innovativeness climate </li></ul></ul></ul><ul><ul><ul><li>Affiliation climate </li></ul></ul></ul>
    8. 8. The Research Model and Hypotheses <ul><li>Typical TRA formulation </li></ul><ul><ul><li>The subjective norm </li></ul></ul><ul><ul><li>Organizational climate </li></ul></ul>
    9. 10. Research Methodology and Analysis <ul><li>Pre-test </li></ul><ul><ul><li>61 responses from 13 organizations in 17 industries. </li></ul></ul><ul><li>Survey </li></ul><ul><ul><li>300 chief knowledge officer in 30 organizations </li></ul></ul><ul><ul><li>259 responses returned </li></ul></ul><ul><ul><li>154 effective responses </li></ul></ul><ul><li>Applying the partial least square (PLS) to examine our hypotheses </li></ul>
    10. 11. H2 H1 H3 H4 H5 H6 H7 H9 H8
    11. 13. Discussion, Implications, and Limitations <ul><li>Important insights of the research </li></ul><ul><ul><li>Extrinsic rewards may hinder rather than promote the attitudes toward knowledge sharing </li></ul></ul><ul><ul><li>An individual’s attitude toward knowledge sharing is driven primary by anticipated reciprocal relationships </li></ul></ul><ul><ul><li>An individual’s sense of worth through knowledge sharing intensifies the subjective norm </li></ul></ul><ul><ul><li>An organizational climate directly affects individual’s intensions to engage in knowledge sharing behaviors </li></ul></ul>
    12. 14. Discussion, Implications, and Limitations <ul><li>Study’s limitations </li></ul><ul><ul><li>Data are cross-sectional , the posited causal relationships could only be inferred rather than proven </li></ul></ul><ul><ul><li>Data collection was limited to organizations in a single national culture </li></ul></ul><ul><ul><li>Procedures might have overlooked barriers of knowledge sharing by others, such as </li></ul></ul><ul><ul><ul><li>natural barriers : time and space </li></ul></ul></ul><ul><ul><ul><li>Structural barriers : authority or hierarchies </li></ul></ul></ul>
    13. 15. Discussion, Implications, and Limitations <ul><li>3 Suggestions </li></ul><ul><ul><li>Emphasize efforts to nurture the relationships and interpersonal interactions of employees before launching knowledge-sharing initiatives </li></ul></ul><ul><ul><li>Actively support the formation and maturation of communities within the workplace </li></ul></ul><ul><ul><li>Do not stress extrinsic rewards as a primary motivator within knowledge sharing initiatives </li></ul></ul>
    14. 16. Thank you for your attention

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