Do Work Engagement and Transformational Leadership Facilitate Knowledge Sharing? A Perspective of Conservation of Resources Theory.

Wei-Li Wu,Yi-Chih Lee

doi:10.3390/ijerph17072615

Abstract

Based on the perspective of conservation of resources (COR) theory, this study adopts a multilevel approach to examine the influences of employees’ personal resources (i.e., work engagement and intrinsic motivation) and external resources (i.e., transformational leadership) on knowledge sharing. This study conducts a survey to explore the interrelationships among transformational leadership, work engagement, intrinsic motivation, and knowledge sharing. The sample includes 33 healthcare work groups consisting of 214 group members. The results show that an individual’s personal and external resources are positive and benefit the promotion of knowledge sharing. As for personal resources, work engagement has a positive impact on knowledge sharing by increasing intrinsic motivation. Regarding external resources, transformational leadership acts as a facilitator for knowledge sharing. Specifically, the conditional indirect effects of work engagement on knowledge sharing through intrinsic motivation are more positive under high levels of transformational leadership, rather than low levels of transformational leadership. Based on the COR theory, this is the first study to argue that knowledge sharing could be considered as an active activity and that individuals could be eager to perform knowledge sharing when they possess significant personal and external resources. The results of this study provide new insights into knowledge sharing.

Highlights

Knowledge sharing is the foundation of successful knowledge management [1,2]
The results showed that knowledge sharing (τ00 = 0.14, p < 0.001; ICC = 0.16) and intrinsic motivation (τ00 = 0.26, p < 0.001; ICC = 0.20)
We highlight the importance of the gain spiral, in that individuals with abundant resources would have more resources and opportunities to use their current resources to achieve a higher level of knowledge sharing

Summary

Introduction

Successful knowledge sharing helps organizations achieve competitive advantages and sustainable operations. This study considers that when employees perform knowledge sharing at work, it might be good for them. When employees engage in knowledge-sharing behaviors, they can gain more self-affirmation and expand their interpersonal relationships with colleagues. These positive psychological perceptions are all important factors that constitute the psychological well-being of employees [3] and help them achieve a better level of psychological health. Successful knowledge sharing might benefit both organizations’ survival and employees’ well-being. It is important to know the ways to promote employees’

Methods

Results

Discussion

Conclusion