A framework for studying the impact of national culture on knowledge sharing motivation in virtual teams

Jiacheng Wei · Michael Stankosky · Frank Calabrese · Liu Lu

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Knowledge Management and Sharing Team Dynamics and Performance Global and Cross-Cultural Management

Abstract

Purpose The purpose of this paper is to deepen the theoretical understanding of the factors that increase or lessen employees' tendencies to engage in knowledge‐sharing behaviors. Further, through a framework of five‐steps, it directs a better future research and understanding of the relationships between national culture and the motivation of knowledge sharing (KS) in virtual team (VT). Design/methodology/approach On the basis of the social influence theory and the theory of reasoned action, a KS motivation model is proposed. Based on this model, a framework of five‐steps is put forward for further research on the relationships between national culture and the motivation of KS in VT; finally, a detailed application of this framework with a focus on the USA and China is displayed. Findings This paper proposes a KS motivation model to enrich the theoretical foundation of understanding the whole mechanism, which induces positive KS behavior; and it provides a general framework and sets the stage for future research on the interplay between cultural values and KS. Practical implications This paper is expected to provide some multinational companies with some implications of better KS in VTs and recommend how to establish the different motivation systems according to different employees from different national culture backgrounds; it can also provide some golden nuggets of multicultural conflict resolution. Originality/value The proposed KS motivation model will enrich the theoretical foundation of understanding the whole mechanism, which induces KS behavior intention. Differing from related prior researches, the paper provides a conceptual framework for studying and understanding the relationship between national culture and KS behaviors.

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References

1975Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research 1996Toward a knowledge‐based theory of the firm 1983Culture's Consequences: International Differences in Work-Related Values.1991The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation 1998The Concept of “Ba”: Building a Foundation for Knowledge Creation 1988The Confucius connection: From cultural roots to economic growth 1996Making knowledge the basis of a dynamic theory of the firm 1958Compliance, identification, and internalization three processes of attitude change

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