Promotion Speed and Knowledge-Sharing Behavior: An Analysis of Self-Enhancement Motive
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Knowledge sharing has many organizational benefits and is considered a key goal of the organization in the modern business environment. However, knowledge sharing presents a dilemma for individuals, as sometimes, monopolizing knowledge can be more beneficial to an individual. The decision to share knowledge is determined by its utility, and therefore, the rewards of knowledge sharing become its key driver. This study analyzes the knowledge sharing motive and knowledge-monopoly motive from the perspective of promotion speed. Promotion is a representative set of rewards provided by the organization, and the speed of promotion changes the motivation of organization members. This study hypothesizes that a positive relationship between promotion speed and knowledge sharing. We also hypothesize that self-enhancement motive moderates the relationship between promotion speed and knowledge sharing. Our analysis, based on 299 employees from South Korean companies, confirmed our hypotheses. This study validates the dynamics of knowledge sharing and has implications for future research directions.
Abstract
Knowledge sharing has many organizational benefits and is considered a key goal of the organization in the modern business environment. However, knowledge sharing presents a dilemma for individuals, as sometimes, monopolizing knowledge can be more beneficial to an individual. The decision to share knowledge is determined by its utility, and therefore, the rewards of knowledge sharing become its key driver. This study analyzes the knowledge sharing motive and knowledge-monopoly motive from the perspective of promotion speed. Promotion is a representative set of rewards provided by the organization, and the speed of promotion changes the motivation of organization members. This study hypothesizes that a positive relationship between promotion speed and knowledge sharing. We also hypothesize that self-enhancement motive moderates the relationship between promotion speed and knowledge sharing. Our analysis, based on 299 employees from South Korean companies, confirmed our hypotheses. This study validates the dynamics of knowledge sharing and has implications for future research directions.
참고문헌 (46)
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