Abstract
Research and practice on knowledge management (KM) have shown that information technology alone cannot guarantee that employees will volunteer and share knowledge. While previous studies have linked motivational factors to knowledge sharing (KS), we took a further step to thoroughly examine this theoretically and empirically. We developed a unified model that is comprehensive and yet parsimonious, based on the decomposed theory of planned behaviour (DTPB) with three sets of critical antecedents: psychological, organisational and technological that are theorised to influence KS behaviours. Results of a field survey of knowledge workers support the majority of hypothesised relationships, and explained 41.3% of the variance in the actual KS behaviours and 60.8% of the variance in the intention to share knowledge. These results far exceed the predictive powers achieved by previous studies. Among our significant findings include a strong positive influence of perceived enjoyment in helping others (PEH) and a strong negative influence of perceived loss of knowledge power (PLK). Based on the findings, we discussed the study's implications for research and practice.
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