Understanding “disengagement from knowledge sharing”: engagement theory versus adaptive cost theory

Abstract

Purpose– The purpose of this paper is using competing hypotheses (a spillover hypothesis, based on Engagement Theory, and a provisioning hypothesis, based on Adaptive Cost Theory) to help explain why employees become disengaged from knowledge sharing.Design/methodology/approach– Employed knowledge workers completed an online questionnaire regarding their job characteristics, their general health and wellness, perceived organizational support, job engagement and disengagement from knowledge sharing.Findings– The findings provide empirical support for Adaptive Cost Theory and illustrate the relationship between Engagement Theory and the Disengagement from Knowledge Sharing. In particular, this research illustrates the importance of health and wellness for preventing disengagement from knowledge sharing. In addition, the findings introduce a new finding of tensions between job engagement and knowledge sharing, which supports knowledge workers’ complaints of “being too busy” to share.Research limitations/implications– This study uses cross-sectional methodology; however, the participants are employed and in the field. Given the theoretical arguments that disengagement from knowledge sharing should be either short term or transient, future research should follow-up with diary methods to capture this to confirm the study’s conclusions.Practical implications– The findings of this study provide some insight for practitioners on how to prevent disengagement from knowledge sharing. New predictors and an interesting tension between job engagement and knowledge sharing are identified.Originality/value– This study examines an alternative explanation for the lack of knowledge sharing in organizations, and uses competing theories to identify the reasons for the disengagement from knowledge sharing.