Abstract
This study aims to investigate social media (hygiene factor), motivators (allow employees to share knowledge), and employee’s knowledge sharing motivation (KSM). For this purpose, the author introduces two-factor theory as its research framework to propose research hypotheses and construct the theoretical model. Then the model is tested and validated based on a survey of 278 enterprise employees in China, utilizing structural equation modeling through SPSS statistics and AMOS. It is found that first, the three states of knowledge sharing (lack of motivation, intermediate state, and with motivation) constitute two continuums. The satisfaction of motivators and hygiene factors respectively lead to changes in the state of motivation to share, and second, social media affects the staff’s motivation to share through both a direct and an indirect pathway. Directly, as the hygiene factor, the absence of social media will weaken the staff’s motivation to share. However, its usage doesn’t directly increase employees’ sharing motivation. Indirectly, through the mediating effect of self-efficacy social media can influence knowledge sharing motivation of employees.
Highlights
From the knowledge-based enterprise perspective (Grant, 1996; Spender, 1996), knowledge is the basis of enterprise competitiveness and the origin of power for enterprises creating values
After comprehensive literature review related to SM and knowledge management, we found that there is very limited research focusing on hygiene and motivator factors, and no research has been conducted to discuss the SM and motivator use for knowledge sharing motivation (KSM)
This paper proposes the second and third research questions: State transitions of employees’ knowledge sharing motivation are affected by which factors? What kind of roles social media play in changes in the motivation of knowledge sharing in employees?
Summary
From the knowledge-based enterprise perspective (Grant, 1996; Spender, 1996), knowledge is the basis of enterprise competitiveness and the origin of power for enterprises creating values. Knowledge sharing can play significant roles in knowledge application and innovation. It will contribute to enterprise competitiveness going up (Wang et al, 2014). All best practice companies invariably consider knowledge sharing as an important route for solving business problems (McDermott & O’Dell, 2001). Since staff’s intention for knowledge sharing is the most important predictive factor of knowledge sharing acts, many scholars have researched on the factor of knowledge sharing intention (Bock et al, 2005; Hau et al, 2013; Hwang et al, 2018; Lin, 2007a)
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