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

Outline Introduction Theoretical Framing The Research Model and Hypotheses Research Methodology and Analysis Discussion, Implications, and Limitations Conclusion

Introduction

Theoretical Framing

The Research Model and Hypotheses

Research Methodology and Analysis

Discussion, Implications, and Limitations

Conclusion

Introduction Where is the knowledge? Knowledge sharing and gap Hoarding knowledge are natural human tendencies. (Davenport and Prusak, 1998) Organizational incentives structures Pay-for-performance compensation schemes The aim of this study

Where is the knowledge?

Knowledge sharing and gap

Hoarding knowledge are natural human tendencies. (Davenport and Prusak, 1998)

Organizational incentives structures

Pay-for-performance compensation schemes

The aim of this study

Theoretical Framing (1/3) Szulanski(1996) suggests that motivational forces derive from one of two bases: (1) employees personal belief structures ,and (2) institutional structures. Personal belief structures Individual benefit , i.e., self-interest, personal gain etc. Group benefit , i.e., reciprocal behaviors, relationships with others, community interest, etc. Organizational benefits , i.e., organizational gain, organizational commitment, etc.

Szulanski(1996) suggests that motivational forces derive from one of two bases: (1) employees personal belief structures ,and (2) institutional structures.

Personal belief structures

Individual benefit , i.e., self-interest, personal gain etc.

Group benefit , i.e., reciprocal behaviors, relationships with others, community interest, etc.

Organizational benefits , i.e., organizational gain, organizational commitment, etc.

Theoretical Framing (2/3) Institutional structures The common phenomenon: the creation and influence of social contexts in organizations Climate refers to a contextual situation at a point in time and its link to the thoughts, feelings, and behaviors of organizational members. Culture refers to an evolved context within which specific situations are embedded. Quantitative  climate; Qualitative  culture Our focus is quantitative

Institutional structures

The common phenomenon: the creation and influence of social contexts in organizations

Climate refers to a contextual situation at a point in time and its link to the thoughts, feelings, and behaviors of organizational members.

Culture refers to an evolved context within which specific situations are embedded.

Quantitative  climate; Qualitative  culture

Our focus is quantitative

Theoretical Framing (3/3) TRA(theory of reasoned action) Interview executives to validate the motivational factors CKO or CIO in 5 Korean organizations

TRA(theory of reasoned action)

Interview executives to validate the motivational factors

CKO or CIO in 5 Korean organizations

Motivational drivers Three categories used to explain social actions Economic : Anticipated extrinsic rewards Social psychological: anticipated reciprocal relationships and sense of self-worth Sociological : fairness climate innovativeness climate Affiliation climate

Three categories used to explain social actions

Economic : Anticipated extrinsic rewards

Social psychological: anticipated reciprocal relationships and sense of self-worth

Sociological :

fairness climate

innovativeness climate

Affiliation climate

The Research Model and Hypotheses Typical TRA formulation The subjective norm Organizational climate

Typical TRA formulation

The subjective norm

Organizational climate

Research Methodology and Analysis Pre-test 61 responses from 13 organizations in 17 industries. Survey 300 chief knowledge officer in 30 organizations 259 responses returned 154 effective responses Applying the partial least square (PLS) to examine our hypotheses

Pre-test

61 responses from 13 organizations in 17 industries.

Survey

300 chief knowledge officer in 30 organizations

259 responses returned

154 effective responses

Applying the partial least square (PLS) to examine our hypotheses

H2 H1 H3 H4 H5 H6 H7 H9 H8

Discussion, Implications, and Limitations Important insights of the research Extrinsic rewards may hinder rather than promote the attitudes toward knowledge sharing An individual’s attitude toward knowledge sharing is driven primary by anticipated reciprocal relationships An individual’s sense of worth through knowledge sharing intensifies the subjective norm An organizational climate directly affects individual’s intensions to engage in knowledge sharing behaviors

Important insights of the research

Extrinsic rewards may hinder rather than promote the attitudes toward knowledge sharing

An individual’s attitude toward knowledge sharing is driven primary by anticipated reciprocal relationships

An individual’s sense of worth through knowledge sharing intensifies the subjective norm

An organizational climate directly affects individual’s intensions to engage in knowledge sharing behaviors

Discussion, Implications, and Limitations Study’s limitations Data are cross-sectional , the posited causal relationships could only be inferred rather than proven Data collection was limited to organizations in a single national culture Procedures might have overlooked barriers of knowledge sharing by others, such as natural barriers : time and space Structural barriers : authority or hierarchies

Study’s limitations

Data are cross-sectional , the posited causal relationships could only be inferred rather than proven

Data collection was limited to organizations in a single national culture

Procedures might have overlooked barriers of knowledge sharing by others, such as

natural barriers : time and space

Structural barriers : authority or hierarchies

Discussion, Implications, and Limitations 3 Suggestions Emphasize efforts to nurture the relationships and interpersonal interactions of employees before launching knowledge-sharing initiatives Actively support the formation and maturation of communities within the workplace Do not stress extrinsic rewards as a primary motivator within knowledge sharing initiatives

3 Suggestions

Emphasize efforts to nurture the relationships and interpersonal interactions of employees before launching knowledge-sharing initiatives

Actively support the formation and maturation of communities within the workplace

Do not stress extrinsic rewards as a primary motivator within knowledge sharing initiatives

Thank you for your attention