Encouraging Knowledge Contribution to Electronic Repositories: The Roles of Rewards and Job Design

Abstract

The effectiveness of electronic knowledge repositories relies on employees' willingness to contribute their knowledge and rewards have often been used to promote knowledge contribution. To better understand the effectiveness of rewards, this study examines the relative effect of extrinsic and intrinsic rewards. Further, noting that extrinsic rewards have been observed to have inconsistent effects, this study investigates whether the effect of extrinsic rewards is contingent upon job design. Results of a survey of 163 employees show that extrinsic rewards have a weaker effect than intrinsic rewards but its effect can be enhanced by increasing job autonomy, skill variety, and task identity. This study contributes to research by identifying the circumstances in which extrinsic rewards have stronger effect and offers practical suggestions for providing rewards and designing jobs to promote knowledge contribution by employees in organizations.