What Motivates Employees to Transfer Knowledge Outside Their Work Unit?

By D. Burgess. 2005

201 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bce6219d232d2dc1b0c949460ccbe72cfe443a4c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. N. J. Foss
2. Torben Pedersen
3. Dana B. Minbaeva
4. Mia Reinholt
5. P. Tang
6. Y. Bavik
7. L. W. Lam
8. Ruodan Shao

In Strategy and Management

1. N. J. Foss
2. Torben Pedersen
3. Dana B. Minbaeva
4. Mia Reinholt
5. P. Tang
6. Y. Bavik
7. L. W. Lam
8. Ruodan Shao

Citations in the corpus

• Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “Finally, the cognitive approach suggests that individuals' perceptions of norms such as reciprocity norms (Burgess, 2005), organizational culture (Ipe, 2003), performance goals (Quigley, Tesluk, Locke, & Bartol, 2007), and subjective norms (Bock et al., 2005) can a ff ect knowledge sharing.”
• Encouraging knowledge sharing among employees: How job design matters (2009, background): “…shown that the impact of motivational factors such as self-efficacy, development, and enjoyment often associated with intrinsic motivation enhance knowledge sharing (e.g., Bock, Zmud, Kim, & Lee, 2005; Burgess, 2005; Cabrera et al., 2006; Lin, 2007; Quigley, Tesluk, Locke, & Bartol, 2007).”