Abstract
Despite the growing evidence that public service motivation (PSM) is an important source of employee outcomes, there is still a dearth of empirical evidence on whether it stirs one’s willingness to share learned knowledge with other members of an organization. The authors explore the mediating role of workers’ perceived fit in a given setting as a causal mechanism through which PSM promotes knowledge-sharing indirectly. Findings based on the primary data of 1048 occupationally diverse employees working in 33 local governments in South Korea show that PSM has a positive impact on knowledge sharing, person–group (P–G) fit, and person–job (P–J) fit, and P–G fit and P–J fit plays a mediating role in improving knowledge sharing, respectively, while person–supervisor (P–S) fit does not. This study interprets these results as suggesting that P–S it should be considered independently from environmental factors in the public organization, as it is derived from the interrelationship between employees and supervisors that began in the hierarchy of the organization, and thus is difficult to be related to other factors. Based on literature review and empirical analysis, this study presents theoretical and policy implications.
Highlights
Accepted: 30 May 2021In the long term, the sustained competitiveness of an organization is related to its ability to create, share, and utilize innovative knowledge
Using self-determination theory and P–E fit theory, this study investigated the role of perceived fit in the organization as a causal mechanism linking Public Service Motivation (PSM) to knowledge sharing (KS) behavior in the public sector
Prior to this study a direct connection between PSM, KS, and sub-dimensions of P–E fit had not been considered in public administration, the current study fills that research gap by developing a logical framework based on the literature review and by examining the relationships empirically
Summary
The sustained competitiveness of an organization is related to its ability to create, share, and utilize innovative knowledge. Research on P–E fit generally supports the idea that a high level of P–E fit is related to a number of positive individual and organizational outcomes. P–E fit theory states that workers who feel fitted to an organization will show a higher level of individual outcomes, such as higher job satisfaction and organizational commitment because they share values, personality, or goals with others [12,13]. In light of the significant effects of P–E fit on organizational outcomes, considering P–E fit in this study enables us to have broad perspectives on understanding the relationship between. The researchers apply self-determination theory as an overarching framework of the current study
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