Abstract
Knowledge sharing (KS) is critical for consulting companies to develop sustainable competitive advantages. While the importance of KS in the information communication technology (ICT) sector has been proved, the assumed linear relationships in KS mechanisms are confronted with KS dilemmas: consultants’ intention to maximize personal gains from KS resulting in restrained KS efforts, for fear of losing value after sharing knowledge with colleagues. Drawing on motivation theory and goal orientation perspective, this study examines the roles of learning goal orientation (LGO) and incentive schemes in KS among ICT consultants. The multiple regression analyses of 389 consultants’ responses from 14 Chinese and 8 Korean ICT consulting companies demonstrated an inverted U-shape relationship between LGO and knowledge sharing; incentive schemes moderate this relationship. The findings shed light on the knowledge-sharing dilemma, with theoretical implications to research regarding goal-orientation, knowledge sharing, and managerial practices about the motivation and incentives of ICT consultants.
Highlights
Knowledge can facilitate decision making improve organizational effectiveness and innovation, and has become a critical success factor and source of a firm’s competitive advantage (Matzler and Mueller, 2011; Chen et al, 2018)
learning goal orientation (LGO) might not always lead to knowledge sharing among information communication technology (ICT) consultants
We draw on previous studies related to LGO, knowledge sharing, and incentive schemes, together with the motivation theory and goal orientation perspective
Summary
Knowledge can facilitate decision making improve organizational effectiveness and innovation, and has become a critical success factor and source of a firm’s competitive advantage (Matzler and Mueller, 2011; Chen et al, 2018). Effective knowledge sharing within ICT firms can be difficult and complex to achieve (Alavi and Leidner, 2001; Pereira and Mohiya, 2021; Venkatesh et al, 2021) Given such difficulties, it is worth investigating the underlying mechanisms that affect knowledge sharing among employees. Knowledge sharing involves a reciprocal process where employees share some knowledge to reciprocate with colleagues (Venkatesh et al, 2021) In this case, a goal, i.e., what employees seek to achieve, can motivate employees to proactively take learning activities to acquire new knowledge and at the same time share knowledge (Matzler and Mueller, 2011). LGO might not always lead to knowledge sharing among ICT consultants
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