Theoretical Framework of the Effect of Extrinsic Rewards on Individual's Attitude Towards Knowledge Sharing and the Role of Intrinsic Attributes

Importance of knowledge sharing in Knowledge Management can be denoted as a blood circulating in the body. Theory of Reasoned Action (TRA) is one of the social science theories which are vastly used to understand human behavior and is also considered as a strong base to understand knowledge sharing behavior. Hence this study will use the same theory to understand individual’s knowledge sharing behavior and specifically how extrinsic rewards can affect knowledge sharing attitude. Hence the objective of this study is to propose a framework of individual’s knowledge sharing attitude by using literature from different sources. The study will also propose five hypotheses based on the proposed framework. The study will examine (1) the effect of extrinsic rewards on knowledge sharing attitude (2) How demographic variables effect the relationship between extrinsic rewards and knowledge sharing attitude? (3) What is the effect of OCBs on the effect of extrinsic rewards on knowledge sharing attitude? (4) What is the impact of employee’s knowledge sharing attitude on his/her intention towards knowledge sharing? And (5) what is the impact of employee’s knowledge sharing intention on his knowledge sharing behavior? This will help us to understand how extrinsic motivation influence an individual’s knowledge sharing attitude and how his intrinsic attributes strengthen or weaken this relationship.

[1]  A. Ojha.  Impact of Team Demography on Knowledge Sharing in Software Project Teams , 2005 .

[2]  Chieh-Peng Lin.  To share or not to share: modeling knowledge sharing using exchange ideology as a moderator , 2007 .

[3]  Dianne P. Ford,et al.  Trust and Knowledge Management: The Seeds of Success , 2004 .

[4]  R. Grant.  Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp. , 1996 .

[5]  R. Bies,et al.  Organizational Citizenship Behavior: The Good Soldier Syndrome , 1989 .

[6]  M. Bolino.  Citizenship and Impression Management: Good Soldiers or Good Actors? , 1999 .

[7]  Chieh-Peng Lin,et al.  Gender differs: Modelling knowledge sharing from a perspective of social network ties , 2006 .

[8]  Lee Sproull,et al.  What's Mine Is Ours, or Is It? A Study of Attitudes about Information Sharing , 1994, Inf. Syst. Res..

[9]  Shu-Chen Yang,et al.  Exploring Tacit Knowledge Sharing Intention and Behavior within Workgroup from the Perspectives of Social Capital and Behavioral Control , 2007, PACIS.

[10]  Patricia Milne,et al.  Motivation, incentives and organisational culture , 2007, J. Knowl. Manag..

[11]  B. Ehigie,et al.  Antecedents of organizational citizenship behaviour in a government-owned enterprise in Nigeria , 2005 .

[12]  Rainer Kuhlen,et al.  Change of Paradigm in Knowledge Management : Framework for the Collaborative Production and Exchange of Knowledge , 2004 .

[13]  Young-Gul Kim,et al.  Breaking the Myths of Rewards: An Exploratory Study of Attitudes about Knowledge Sharing , 2002, Inf. Resour. Manag. J..

[14]  K. Hewett,et al.  A Multi-Theoretical Model of Knowledge Transfer in Organizations: Determinants of Knowledge Contribution and Knowledge Reuse , 2006 .

[15]  D. Katz,et al.  The motivational basis of organizational behavior. , 1964, Behavioral science.

[16]  Cameron M. Ford,et al.  Do rewards benefit the organization? the effects of reward types and the perceptions of diverse R&D professionals , 1999 .

[17]  飯沼 光夫,et al.  IEEE Transactions on Engineering Management : 抄録雑誌の概要 , 1987 .

[18]  Prashant Bordia,et al.  EVALUATION APPREHENSION AND PERCEIVED BENEFITS IN INTERPERSONAL AND DATABASE KNOWLEDGE SHARING. , 2002 .

[19]  Angel Cabrera,et al.  Knowledge-Sharing Dilemmas , 2002 .

[20]  I. Ajzen,et al.  Belief, Attitude, Intention, and Behavior: An Introduction to Theory and Research , 1977 .

[21]  Faizuniah Pangil,et al.  Demographics factors and knowledge sharing behavior among R&D employees , 2008 .

[22]  E. Deci.  Effects of Externally Mediated Rewards on Intrinsic Motivation. , 1971 .

[23]  N. Feather,et al.  Organizational citizenship behaviours in relation to job status, job insecurity, organizational commitment and identification, job satisfaction and work values , 2004 .

[24]  T. S. Bateman,et al.  Job Satisfaction and the Good Soldier: The Relationship Between Affect and Employee “Citizenship” , 1983 .

[25]  J. R. French,et al.  The bases of social power. , 1959 .

[26]  Bharat Maldé,et al.  Interpersonal relations — a theory of interdependence , 1979 .

[27]  Daniel G. Bachrach,et al.  Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research , 2000 .

[28]  I. Ajzen,et al.  Understanding Attitudes and Predicting Social Behavior , 1980 .