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The Moderating Effect of Trust on the Relationship between Autonomy and Knowledge Sharing: A National Multi‐industry Survey of Knowledge Workers
Author(s) -
Ozlati Shabnam
Publication year - 2015
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/kpm.1474
Subject(s) - autonomy , self determination theory , competence (human resources) , psychology , social psychology , multilevel model , knowledge sharing , scale (ratio) , structural equation modeling , knowledge management , computer science , political science , physics , quantum mechanics , machine learning , law
Purpose This research explores the impact of motivation type, relative autonomy, and trust on knowledge sharing behavior among American research and development professionals sampled from a variety of industries. Design/Methodology/Approach Knowledge sharing (KS) was measured using a scale comprised of tacit and explicit KS subscales. Motivation type was measured with a self‐determination theory‐based scale comprised of three extrinsic motivation subscales (external, introjected, and identified) and an intrinsic motivation subscale. A relative autonomy index was calculated using motivation subscale scores. Three scales were employed to measure institution‐based, benevolence‐based, and competence‐based trust. Correlation and hierarchical multiple regression were used to asses the relationship between predictor variables (trust, motivation type, and relative autonomy) and KS, as well as the moderating role of trust. Findings Institution‐based trust, benevolence‐based trust, and competence‐based trust positively affect knowledge sharing, so do relative autonomy, introjected, identified, and intrinsic motivation. External extrinsic motivation has no effect. Benevolence‐based and institution‐based trust moderate the relationship between relative autonomy and KS. Practical implications The findings suggest that organizations can increase KS by encouraging worker autonomy. Where this is impractical, organizations can minimize the effects of low autonomy by fostering institutional and interpersonal (benevolence‐based) trust. Originality/value This paper provides a novel, empirically grounded model of knowledge sharing behavior that allows researchers and practitioners to reinterpret the existing literature in a way that integrates seemingly contradictory findings on the roles of trust and intrinsic/extrinsic motivation. Limitations Because the study did not employ an intervention, further experimental research is needed to establish the causal relationships suggested in the findings. Copyright © 2015 John Wiley & Sons, Ltd.