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Enhancing employee tendencies to share knowledge—Case studies of nine companies in Taiwan

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  • Hsu, I-Chieh

Abstract

Employee motivation in knowledge sharing is an important but neglected issue. It is especially important in Taiwan where cultural values predispose employees to hoard knowledge. This study uses case study methodology to explore organizational practices, which enhance employee motivation to share knowledge. Access was obtained from nine manufacturing firms in Taiwan for interviews, observations, and secondary data. Data analysis suggests three organizational practices can successfully enhance employee knowledge sharing tendencies. They include (a) continuous company-wide learning initiatives, (b) performance management systems which motivate employee knowledge sharing, and (c) information disclosure to create a sharing climate. These practices were highly involved and strongly supported by CEOs determined to motivate employees to learn and to share. Although these practices fit characteristics of learning organizations described in the literature, CEOs exhibited behavioral modes not reported in the past. This has implications for cultural differences.

Suggested Citation

  • Hsu, I-Chieh, 2006. "Enhancing employee tendencies to share knowledge—Case studies of nine companies in Taiwan," International Journal of Information Management, Elsevier, vol. 26(4), pages 326-338.
    • Handle: RePEc:eee:ininma:v:26:y:2006:i:4:p:326-338
    DOI: 10.1016/j.ijinfomgt.2006.03.001
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    References listed on IDEAS

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    1. Gee W. Bock & Young-Gul Kim, 2002. "Breaking the Myths of Rewards: An Exploratory Study of Attitudes about Knowledge Sharing," Information Resources Management Journal (IRMJ), IGI Global Scientific Publishing, vol. 15(2), pages 14-21, April.
    2. Haridimos Tsoukas & Efi Vladimirou, 2001. "What is Organizational Knowledge?," Journal of Management Studies, Wiley Blackwell, vol. 38(7), pages 973-993, November.
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    2. Pee, L.G. & Lee, J., 2015. "Intrinsically motivating employees’ online knowledge sharing: Understanding the effects of job design," International Journal of Information Management, Elsevier, vol. 35(6), pages 679-690.
    3. Teo, Thompson S.H., 2012. "Knowledge management in client–vendor partnerships," International Journal of Information Management, Elsevier, vol. 32(5), pages 451-458.
    4. Jiacheng, Wei & Lu, Liu & Francesco, Calabrese A., 2010. "A cognitive model of intra-organizational knowledge-sharing motivations in the view of cross-culture," International Journal of Information Management, Elsevier, vol. 30(3), pages 220-230.
    5. Liu, Min-Shi, 2012. "Impact of knowledge incentive mechanisms on individual knowledge creation behavior—An empirical study for Taiwanese R&D professionals," International Journal of Information Management, Elsevier, vol. 32(5), pages 442-450.
    6. Rami S. Al-Gharaibeh & Mostafa Z. Ali, 2022. "Knowledge Sharing Framework: a Game-Theoretic Approach," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 13(1), pages 332-366, March.

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