Different motivations for knowledge sharing and hiding: The role of motivating work design
Different motivations for knowledge sharing and hiding: The role of motivating work design
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知识共享和隐藏的不同动机：激励工作设计的作用
DOI：
10.1002/job.2364
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发表时间：
2019-09-01
影响因子：
6.8
通讯作者：
Hosszu, Katrina
中科院分区：
文献类型：
--
作者：
Gagne, Marylene;Tian, Amy Wei;Hosszu, Katrina
到目前为止，很少有研究关注于了解员工分享和隐藏知识的动机。使用自我决定理论，我们测试的前提下，知识共享和隐藏可能是不同的动机，工作设计的特点可能会影响与同事分享知识的动机。在对澳大利亚知识工作者和中国知识密集型组织的一项小组调查中，我们使用时滞设计询问了知识工作者对工作设计的看法、分享知识的动机以及自我报告的知识分享和隐藏行为。结果，在很大程度上重复两个样本，表明认知工作需求和工作自主性正相关的未来报告的知识共享频率和有用性，通过自主的动机来分享知识。出乎意料的是，任务相互依赖性与通过外部调节分享知识的三种知识隐藏形式（回避和合理化隐藏以及装聋作哑）正相关。激励知识共享和去激励知识隐藏的工作设计的影响进行了讨论。
Little research to date has focused on understanding employee motivation to share and hide knowledge. Using self-determination theory, we tested the premise that knowledge sharing and hiding might be differentially motivated and that work design characteristics might influence the motivation to share knowledge with colleagues. In a panel survey of Australian knowledge workers and in a Chinese knowledge-intensive organization, we asked knowledge workers, using time-lagged designs, about perceptions of work design, motivation to share knowledge, and self-reported knowledge sharing and hiding behaviors. Results, largely replicated across both samples, indicated that cognitive job demands and job autonomy were positively related to future reports of knowledge sharing frequency and usefulness via autonomous motivation to share knowledge. Unexpectedly, task interdependence was positively related to the three forms of knowledge hiding (evasive and rationalized hiding, and playing dumb) via external regulation to share knowledge. Implications for the design of jobs that motivate knowledge sharing and demotivate knowledge hiding are discussed.