Analysis of the role of motivations and organizational culture on the intention to share knowledge in the direction of Online knowledge sharing

Objective: The importance of knowledge sharing within an organization cannot be overstated. However, without motivation, it is challenging to expect knowledge sharing behavior. In the era of knowledge-based economy, knowledge has become a critical asset for companies. The significance of knowledge sharing among employees is well documented. It not only enhances organizational performance but also positively impacts cooperation among employees, decision-making efficiency, creativity, and innovation. These factors are essential for an organization to excel, especially in today’s competitive business environment. Successfully motivating employees to share knowledge can help an organization increase and sustain its competitive advantage. Therefore, this research aims to analyze the roles of motivation and organizational culture in influencing the intention to share knowledge.
Methodology: This study is a form of applied research in terms of its purpose. Methodologically, it falls under descriptive-correlational research. The statistical population consists of 220 employees from Eram Ardakan Tile Company. Using Cochran's formula, a sample size of 140 individuals was determined. The questionnaire was designed electronically on the Pressline website, and its link was distributed to employees via social networks and work-related groups within these platforms. Since the research variables could not be examined across the entire organization or linked to a specific subgroup, a simple random sampling method was employed. After distributing the questionnaire, 127 completed responses were received and used for analysis. The data collection instruments included standardized questionnaires measuring extrinsic motivation, intrinsic motivation, and intention to share knowledge (Lin, 2007); knowledge donation and collection (Ven Denhof & Van Veenen, 2004); and organizational culture (Denison, 2000; Fay and Denison, 2003). Data analysis was conducted using SPSS software, version 22 and PLS software version 3 are used to process the statistical data related to the questionnaire.
Findings: Hypotheses were tested using structural equation modeling in PLS software. A bootstrapping test was conducted to examine the mediator effects, and the model fit was assessed. The findings indicate that intrinsic motivation has a positive and significant effect on the intention to share knowledge online (T > 1.96). Additionally, the intention to share knowledge online has a positive and significant effect on knowledge donation and collection (T > 1.96). The moderating role of extrinsic motivation on the relationship between intrinsic motivation and the intention to share knowledge was not significant (T < 1.96). Furthermore, organizational culture positively moderates the relationship between intrinsic motivation and the intention to share knowledge. Finally, the mediating role of knowledge sharing intention in the relationship between intrinsic motivation and knowledge donation and collection was confirmed (T > 1.96).
Conclusion: Without motivation, it is difficult to expect employees to engage in online knowledge-sharing behavior. To encourage participation, organizations must understand what motivates their employees. In other words, when sharing knowledge leads to personal satisfaction, the intention to share knowledge online is strengthened. At Kashi Eram Ardakan Company, external incentives such as tangible rewards do not negatively affect the relationship between intrinsic motivation and the intention to share knowledge. Because intrinsic motivation is difficult to change, organizations often reinforce their organizational culture to facilitate online knowledge sharing. It appears that at Kashi Eram Company, internal motivations—such as employees' self-efficacy and self-satisfaction—increase the intention to share knowledge among employees, thereby enhancing their motivation to transfer knowledge and experiences to colleagues. When employees intend to share knowledge online out of intrinsic satisfaction and personal interest, their motivation to acquire knowledge also increases. When employees at Kashi Eram Ardakan voluntarily choose to share knowledge online, they can effectively transfer their experiences and knowledge to others, resulting in increased knowledge donation.