Knowledge Exchange Roles and EKR Performance Impact: Extending the Theory of Knowledge Reuse
43 Pages Posted: 8 Nov 2015
Date Written: November 8, 2015
Abstract
Organizations are spending considerable resources on electronic knowledge repositories (EKRs) that should have a positive impact on employees’ EKR performance impact. Building on theory of knowledge reuse, we argue that the individual’s knowledge exchange role mediates the effect of previously studied context variables (time pressure, extrinsic and intrinsic rewards, and knowledge sharing self-efficacy) on EKR performance impact. In order to create the knowledge exchange roles, we simultaneously consider both knowledge contribution (embedded process, separate activity) and reuse (internal EKR, external EKR, colleagues, manuals, knowledge self-reliance). Using these knowledge exchange behaviors, we classify the sample of 130 system administrators into four roles: self-reliant contributors, detached moderates, involved brokers, and reluctant non-adopters. Results indicate that the effects of intrinsic rewards and knowledge sharing self-efficacy on EKR performance impact are fully mediated by knowledge exchange role. While extrinsic rewards influence knowledge roles, their effect is not mediated through knowledge roles. Time pressure does not influence either knowledge exchange roles or EKR performance impact.
Keywords: knowledge management, role theory, cluster analysis, intrinsic rewards, extrinsic rewards, performance
JEL Classification: D83, M52
Suggested Citation: Suggested Citation