Withholding effort in knowledge contribution: The role of social exchange and social cognitive on project teams

• Published in: Information & management Vol. 47; no. 3; pp. 188 - 196
• Main Authors: Lin, Tung-Ching, Huang, Chien-Chih
• Format: Journal Article
• Language: English
• Published: Kidlington Elsevier B.V 01.04.2010; Elsevier; Elsevier Sequoia S.A
• Subjects: Applied sciences; Biological and medical sciences; Cognition & reasoning; Decision theory. Utility theory; Exact sciences and technology; Fundamental and applied biological sciences. Psychology; Knowledge; Knowledge contribution; Operational research and scientific management; Operational research. Management science; Organizational behavior; Psychology. Psychoanalysis. Psychiatry; Psychology. Psychophysiology; Self-efficacy; Social cognitive theory; Social exchange theory; Social interactions. Communication. Group processes; Social psychology; Studies; Teams; Withholding effort; Social cognitive theory; Withholding effort; Self-efficacy; Social exchange theory; Knowledge contribution; Justice; Knowledge engineering; Software development; Rationality; Emotion emotionality; Context aware; Retention; Conformity; Modeling; Game theory; Social cognition; Cognitive theory; University; Confidence; Social interaction; Team work; Antecedent
• ISSN: 0378-7206; 1872-7530
• DOI: 10.1016/j.im.2010.02.001

Few investigations have been made to determine what factors influence people in withholding knowledge from their colleagues. We created a construct, knowledge withholding (KW), defined as the likelihood that individuals contribute less knowledge to others in the organization than they could. We have formulated a model, based on social exchange theory and social cognition theory, to analyze the antecedents of KW from both personal and contextual perspectives. The contextual influencers were subdivided into dimensions of rational choice, normative conformity, and affective bonding to help in understanding KW. Results of a survey of 162 MIS alumni of a university, who had experienced software development, trust, distributive justice, and team-related work showed that personal outcome expectations had a substantial influence on KW.