The effects of attitudes toward knowledge sharing, perceived social norms and job autonomy on employees’ knowledge-sharing intentions

Abstract

Purpose

Knowledge sharing is a key part of enterprise knowledge management, which helps to develop and use knowledge-related resources and ultimately achieve organizational goals. This study aims to theoretically discuss and empirically investigate the mechanism by which the intention to share knowledge is influenced by employees’ attitudes, social pressure and job characteristics.

Design/methodology/approach

Based on the theory of planned behavior, this study uses primary data collected from technology companies in the Yangtze River Delta region of China based on a longitudinal tracking research method of different variables at two different points in time. The data from 287 questionnaires were investigated by hierarchical regression analysis and processed with SPSS 21.0.

Findings

The findings suggest that attitudes toward knowledge sharing, perceived social norms and job autonomy positively affect knowledge-sharing intentions. Job autonomy plays a moderating role in the relationship between perceived social norms and knowledge-sharing intentions. Specifically, job autonomy positively moderates the effect of pro-sharing norms on knowledge-sharing intentions and negatively moderates the effects of subjective norms on knowledge-sharing intentions.

Originality/value

This study brings together employees’ and work-related characteristics to systematically explore the influence of employees’ personal evaluations of knowledge sharing. Additionally, by empirically distinguishing between subjective and pro-sharing norms, the study contributes to a better understanding of the antecedents of knowledge sharing and other voluntary behaviors at the individual level.

Citation

Wu, Y., Hu, X., Wei, J. and Marinova, D. (2023), "The effects of attitudes toward knowledge sharing, perceived social norms and job autonomy on employees’ knowledge-sharing intentions", Journal of Knowledge Management, Vol. 27 No. 7, pp. 1889-1903. https://doi.org/10.1108/JKM-06-2022-0468