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Why employees share their knowledge

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dc.title Why employees share their knowledge en
dc.contributor.author Matošková, Jana
dc.relation.ispartof E & M Ekonomie a Management
dc.identifier.issn 1212-3609 Scopus Sources, Sherpa/RoMEO, JCR
dc.date.issued 2019
utb.relation.volume 22
utb.relation.issue 2
dc.citation.spage 83
dc.citation.epage 96
dc.type article
dc.language.iso en
dc.publisher Technical Univ Liberec
dc.identifier.doi 10.15240/tul/001/2019-2-006
dc.relation.uri https://dspace.tul.cz/bitstream/handle/15240/152597/EM_2_2019_06.pdf
dc.subject knowledge sharing en
dc.subject intrinsic motivation en
dc.subject extrinsic motivation en
dc.subject organization en
dc.description.abstract Sharing knowledge among employees reduces the risk of losing unique knowledge, contributes to higher productivity and to higher quality, to better problem-solving, to reducing costs, and to organizational innovativeness. Knowledge sharing is driven by employee motivation for it. Nevertheless, motivation is not a simple construct. Therefore, the goal of this study was to find out which kind of motivation is essential to knowledge sharing. An inventory taking into account three types of motivation (hedonic intrinsic, normative intrinsic, and extrinsic) was constructed and a principal axis factor analysis was done. 229 participants from nine organizations fulfilled the questionnaire aimed at their motivation to knowledge sharing. The factor analysis confirmed the questionnaire construction and the inventory demonstrates a high reliability. Based on the mean of the indexes that were calculated, hedonic intrinsic motivation seemed to be the main driver of knowledge sharing. However, the relationship between motivation for knowledge sharing and the intensity of knowledge sharing in the organization was examined as well (N = 99). Motivation for knowledge sharing and all its factors were identified to be significantly related to knowledge sharing. All of these correlations were positive, and in the case of normative intrinsic motivation the correlation was moderate. That is why rather normative intrinsic motivation (and not hedonic intrinsic motivation) is essential. Additionally, the results showed no significant correlation between hedonic intrinsic motivation and extrinsic motivation. The study indicates that managers in the Czech Republic should support employee organizational commitment if they want to achieve a higher intensity of knowledge sharing. en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1009113
utb.identifier.obdid 43880588
utb.identifier.scopus 2-s2.0-85083493791
utb.identifier.wok 000482727500006
utb.source j-wok
dc.date.accessioned 2019-09-19T07:56:17Z
dc.date.available 2019-09-19T07:56:17Z
dc.description.sponsorship [RO/2016/07]
dc.rights Attribution-NonCommercial 4.0 International
dc.rights.uri https://creativecommons.org/licenses/by-nc/4.0/
dc.rights.access openAccess
utb.ou Department of Management and Marketing
utb.contributor.internalauthor Matošková, Jana
utb.fulltext.affiliation Jana Matošková Tomas Bata University in Zlín Faculty of Management and Economics Department of Management and Marketing Czech Republic matoskova@fame.utb.cz
utb.fulltext.dates -
utb.fulltext.sponsorship This contribution was written with the support of the internal TBU project RO/2016/07, “The improvement of organizations’ performance through human capital management.”
utb.wos.affiliation [Matoskova, Jana] Tomas Bata Univ Zlin, Fac Management & Econ, Dept Management & Mkt, Zlin, Czech Republic
utb.scopus.affiliation Tomas Bata University in Zlín, Faculty of Management and Economics, Department of Management and Marketing, Czech Republic
utb.fulltext.projects RO/2016/07
utb.fulltext.faculty Faculty of Management and Economics
utb.fulltext.ou Department of Management and Marketing
utb.identifier.jel M12
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