A model of knowledge‐sharing motivation

By Marylène Gagné. 2009

644 citations recorded by the source corpus.

Subfields: Communication, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/03a85ca1c30bf1d28cb8eda21703843e692a4b51

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In Communication

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Examining Faculty Perception of Their Readiness to Teach Online (2019, background): “Effective strategies for online courses include discussions (De Gagne, 2009) and case studies.”
Training, Knowledge Sharing, and Quality of Work-Life on Civil Servants Performance in Indonesia (2020, methodology): “Training, knowledge sharing is a tool that can be used to improve civil servants' performance in public sector organizations (Gagné, 2009).”
Different motivations for knowledge sharing and hiding: The role of motivating work design (2019, methodology): “Similarly, Gagné (2009) proposed that when these needs are met in a work environment, it may influence people’s motivation to share knowledge with colleagues.”
Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate (2019, background): “However, drawn on the theory of planned behavior, Gagné (2009) explained that continuous presence of PMMC can change the state of mind of rationalized hiders, and, as a result, they can share some secrets with others which is hazardous.”
Innovative behaviour: how much transformational leadership do you need? (2018, positive): “Transformational leaders influence norms of reciprocity (Gagné, 2009), and articulate common goals that encourage collaboration.”
Leadership, Creative Problem-Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing (2013, background): “HRM practices designed to facilitate knowledge sharing (Gagne, 2009) and the way they are structured are likely to improve creativity (Binyamin & Carmeli, 2010).”
Modeling team knowledge sharing and team flexibility: The role of within-team competition (2014, background): “For the reasons described above, knowledge sharing involves some level of motivation (Gagné, 2009; Quigley et al., 2007).”
Understanding the Climate-knowledge Sharing Relation: The Moderating Roles of intrinsic Motivation and Job Autonomy (2016, methodology): “First, research on SDT proposes that intrinsically motivated efforts enable individuals to fulfill their basic psychological needs for autonomy, competence and relatedness, which are essential nutriments for optimal human development and integrity (Gagn e, 2009).”
Managing Joint Production Motivation: The Role of Goal Framing and Governance Mechanisms (2011, background): “It is also associated with prosocial behaviors (Grant, 2008a), such as spontaneous sharing of knowledge (De Dreu et al., 2008; Gagnè, 2009), which, in turn, may positively impact work productivity and innovation performance (Tsai, 2001).”
The Bright Side of Being Prosocial at Work, and the Dark Side, Too: A Review and Agenda for Research on Other-Oriented Motives, Behavior, and Impact in Organizations (2016, background): “Knowledge sharing focuses on providing information to facilitate problem-solving, creativity, innovation, or change (Gagné, 2009; Kim & Mauborgne, 1998; Wang & Noe, 2010).”
A self-determination perspective of strengths use at work: Examining its determinant and performance implications (2016, background): “In the context of leadership, scholars have examined autonomy-supportive leadership styles as a driver of followers’ self-determined behaviors (Deci, Connell, & Ryan, 1989; Gagné, 2009; Gagné & Deci, 2005).”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “The competitiveness of an organization greatly depends on the e ﬀ ectiveness of its knowledge management (Riege, 2005); the success of its knowledge management largely relies upon employees' motivation and willingness to engage in knowledge sharing (Gagné, 2009; Gibbert & Krause, 2002).”
Impact of Reward and Recognition on Job Satisfaction and Motivation: An Empirical Study from Pakistan (2010, background): “Gagne (2009) suggested a new model of knowledge-sharing motivation which provides suggestion for designing five important human resource management (HRM) practices including staffing, job design, performance and compensation systems, managerial styles and training.”