An Empirical Study on the Effect of Individual Factors on Knowledge Sharing by Knowledge Type

ABSTRACT Sharing knowledge among members within an organization is a central component of effective management of organizational knowledge. Nonetheless, individuals' knowledge does not transform easily into organizational knowledge despite the massive efforts to implement knowledge management programs. Individuals tend to hoard knowledge for various reasons. This article focuses on individual level variables and their effects on the level of intension to share knowledge and the intention to use knowledge sharing mechanisms. We specifically examine personality trait, individual ability, and the level of extrinsic and intrinsic motivation. Analyses of total of 207 survey questionnaires show that expertise; subjective norm and self-efficacy have significant influence on the level of knowledge sharing intention. In addition, agreeableness, reciprocity, self-efficacy have significant influence on the preference to use knowledge sharing mechanisms. Furthermore, when sharing knowledge, individuals are found to have a general tendency to choose a formal interaction mechanism such as formal training sessions and seminars, while preferences to other mechanisms differ by the type of knowledge to be shared. INTRODUCTION Knowledge sharing within an organization as a contribution of an individual to the collective pool of corporate knowledge has long been recognized as an important research topic (Cabrera & Cabrera, 2002). Knowledge sharing among organizational members is of crucial importance in that it helps organizations promote best practices and learning and reduce redundant trials and errors to 'reinvent the wheel' (Hansen 2002; McDermott & O'Dell 2001). Knowledge -based economy requires organizations to develop systematic processes to create and leverage knowledge. However, according to one KPMG(2003) survey, 78% of the respondents think that they are missing out on business opportunities due to the failure in exploiting available knowledge. This result shows that an effective sharing of organizational knowledge remains a tough challenge despite its growing importance and massive existing efforts (Burgess 2005). Individuals do not share their knowledge under all circumstances. They have enough reasons not to be willing to share as much as the organization would like them to. When knowledge sharing occurs, more people may have that same knowledge, and as a result, that knowledge is considered to be less valuable. The knowledge individuals possess is their intellectual property which gives them a personal advantage they can leverage for the organization they are working for. For this reason, individuals are reluctant to share their knowledge with other coworkers (Bowman 2002). Employees need to be motivated to create, share, and use knowledge, as knowledge does not flow or grow by itself (Davenport & Prusak, 1998). People usually ask friends and coworkers for an advice to get a help with their problems on the job. This tendency implies that motivation for sharing knowledge should include the accrual of recognition and the desire to help his or her colleagues. Organizations need to take an initiative to foster such behaviors. Several factors have been identified to help create high level of knowledge sharing; leadership, rewards, organizational culture, and so on. Among all, this paper focuses on the role of individual characteristics and motivational conditions in promoting knowledge sharing. A major portion of KM (knowledge management) literature emphasizes the importance of the use of information systems for the purpose of managing organizational knowledge and the arrangement of macro level variables of organizations. However, how individual characteristics (e.g., personality, motivation) influence knowledge sharing intention is largely ignored. Since individuals are the fundamental players of knowledge management initiatives, more research should be performed around individual variables and knowledge sharing intention for a better understanding of knowledge management. …