[Deutscher Titel: Journal of Information Systems, 22 (2), 2008 – interessante Artikel]
Knowledge Sharing: The Effects of Incentives, Environment, and Person 53-76
Christopher Wolfe, Tina Loraas
- Abstract: We study factors that promote knowledge sharing in a professional service firm. We performed two laboratory experiments with MBA students acting as participants. Our results indicate that an incentive must be considered sufficient to promote full knowledge sharing regardless of the incentive’s type (monetary or nonmonetary). However, we find that the nonmonetary incentives used in our experiment were not deemed sufficient when participants self-determined incentive sufficiency. Additionally, when the peer environment promoted knowledge hoarding, knowledge sharing dropped the most when incentives were initially deemed sufficient. Finally, we find that competitive individuals are active sharers of valuable, proprietary knowledge only when their competitiveness is team-oriented. To promote knowledge sharing, our results suggest careful monitoring of perceived incentive sufficiency, especially in the case of nonmonetary incentives, and a culture that directs employee competitiveness between teams.
- Keywords: knowledge management; knowledge sharing; incentives; peer behavior; inequity.
- doi (Link): 10.2308/jis.2008.22.2.53
Use of Knowledge Management Systems and the Impact on the Acquisition of Explicit Knowledge 77-101
Holli McCall, Vicky Arnold, Steve G. Sutton
- Abstract: In an era where knowledge is increasingly seen as an organization’s most valuable asset, many firms have implemented knowledge-management systems (KMS) in an effort to capture, store, and disseminate knowledge across the firm. Concerns have been raised, however, about the potential dependency of users on KMS and the related potential for decreases in knowledge acquisition and expertise development (Cole 1998; Alavi and Leidner 2001b; O’Leary 2002a). The purpose of this study, which is exploratory in nature, is to investigate whether using KMS embedded with explicit knowledge impacts novice decision makers’ judgment performance and knowledge acquisition differently than using traditional reference materials (e.g., manuals, textbooks) to research and solve a problem. An experimental methodology is used to study the relative performance and explicit knowledge acquisition of 188 participants partitioned into two groups using either a KMS or traditional reference materials in problem solving. The study finds that KMS users outperform users of traditional reference materials when they have access to their respective systems/materials, but the users of traditional reference materials outperform KMS users when respective systems/materials are removed. While all users improve interpretive problem solving and encoding of definitions and rules, there are significant differences in knowledge acquisition between the two groups.
- Keywords: knowledge management systems; knowledge management; declarative knowledge; explicit knowledge; knowledge acquisition; knowledge transfer; ACT-R theory.
- doi (Link): 10.2308/jis.2008.22.2.77
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