The influence of motivations to share knowledge in preventing knowledge sabotage occurrences: An empirically tested motivational model

Abstract

The purpose of this research is to assess the impact of intrinsic and extrinsic motivations to share knowledge on knowledge sabotage, in order to shape a motivational model designed to reduce sabotage incidents in practice. It contributes to knowledge management literature broadening our understanding of knowledge sabotage, which has been highlighted as the most extreme counterproductive knowledge behaviour due to its deliberate nature of harming others for personal gain. In fact, even though knowledge sabotage has been widely identified in organizations, we still know too little about such a potentially dangerous phenomenon. In our empirical investigation, data collection took place through online questionnaires addressed to 329 employees and managers of heterogeneous companies from Europe. Data has been analysed employing a structural equation modelling (SEM) technique, whose results confirmed the relevance of this phenomenon and identified a negative relationship between intrinsic motivations to share knowledge and the phenomenon of knowledge sabotage. In the end, our conclusions can be useful to expand researchers' and practitioners' awareness of the most extreme counterproductive workplace behaviour that threatens the process of intra-organizational knowledge sharing.

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