CREATING INCENTIVES FOR KNOWLEDGE SHARING

[...]Siemens motivates knowledge sharing by tying rewards to the subjective evaluations of team members, while NASA links the bonuses and promotions of experienced employees to their knowledge-sharing and mentoring behavior as subjectively evaluated by the junior colleagues on their teams. Because o...

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Bibliographic Details
Published inStrategic finance (Montvale, N.J.) Vol. 103; no. 8; pp. 21 - 22
Main Authors Haesebrouck, Katlijn, Van Den Abbeele, Alexandra, Williamson, Michael G
Format Magazine Article
LanguageEnglish
Published Montvale Institute of Management Accountants 01.02.2022
Subjects
Employees
Incentives
Knowledge sharing
Mentoring programs
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Summary:[...]Siemens motivates knowledge sharing by tying rewards to the subjective evaluations of team members, while NASA links the bonuses and promotions of experienced employees to their knowledge-sharing and mentoring behavior as subjectively evaluated by the junior colleagues on their teams. Because of this, they believe that sharing knowledge costs them something: [...]helpees are more likely to provide rewards when the helpers share their knowledge. [...]our findings confirmed our theory. When a supervisor determined the bonus, participants were reluctant to share. [...]we found that colleagues provide higher rewards for help that involves knowledge sharing than for help that doesn't.
ISSN:1524-833X