A cognitive model of intra-organizational knowledge-sharing motivations in the view of cross-culture

  • Authors:

  • Wei Jiacheng;Liu Lu;Calabrese A. Francesco

  • Affiliations:

  • Beihang University, School of Economics and Management, Beijing 100191, China;Beihang University, School of Economics and Management, Beijing 100191, China;The George Washington University, Department of Engineering Management and Systems Engineering, Washington, DC 20052, USA

  • Venue:
  • International Journal of Information Management: The Journal for Information Professionals
  • Year:
  • 2010

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Abstract

This paper explores individual cognitive mechanisms of knowledge-sharing (KS) motivation and intends to provide more effective measures to judge and influence individual inclinations toward KS in a cross-cultural context. First, it investigates four cognitive processes based on an individual's commitment toward KS, and studies through these processes how an individual's intrinsic motivation derived from social norms and personal norms, and extrinsic motivation derived from reward and punishment make concerted efforts to shape the ultimate intention to KS. Then, Hofstede's cultural framework is integrated to theorize cross-cultural differences in these processes. Finally, through a survey conducted in China and the US, the aforementioned theoretical analysis is confirmed. The results indicate that intrinsic motivation operates through affective commitment: internalization, identification and conformity; rewards have little direct effects on final intentions but they will influence attitude indirectly via identification; punishment for not sharing splits on cultural lines: Chinese tend to comply to avoid opposing their group and Americans tend to follow a more individualistic path; Chinese have more tendencies to conform to teams' opinions and tend to favor KS as a means of achieving harmonious relationships, while Americans engage in KS because self-worth is viewed as the manifestation of their individual determinations.