Perceived training intensity and knowledge sharing: Sharing for intrinsic and prosocial reasons

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The more the better…or is it? The contradictory effects of HR practices on knowledge sharing motivation and behavior (2016, background): “The intrinsic motivation to share knowledge refers to the feeling of internal satisfaction and enjoyment of a personwhen engaging in knowledge sharing (Osterloh and Frey, 2000), and this feeling appears to be a key predictor of such behaviour (Foss et al., 2009; Reinholt et al., 2011; Kuvaas et al.,”
The Destructiveness of Laissez-Faire Leadership Behavior (2015, background): “Kuvaas et al. (2012) argued that a SLMX relationship is characterized by what has been referred to as a high-quality LMX; that is, ongoing exchanges less in need of an immediate “pay off” because they are based on a diffuse future obligation to reciprocate.”
Perceived mastery climate, felt trust, and knowledge sharing (2018, methodology): “To assess knowledge sharing, subordinates’ direct supervisors completed an eight-item scale that was derived from De Vries et al. (2006) and that Kuvaas, Buch, and Dysvik (2012) validated in Norwegian.”
Territoriality, task performance, and workplace deviance: Empirical evidence on role of knowledge hiding (2019, background): “, 2005), reinforcing interpersonal relationships (Jarvenpaa & Majchrzak, 2008; Kuvaas et al., 2012), knowledge-oriented leadership (Donate & Sánchez de Pablo, 2015) and organizational culture (Gonzalez & Massaroli de Melo, 2018; Zheng et al.”