Purpose

This paper aims to examine the antecedents and performance outcomes of proactive and reactive knowledge-sharing behaviour. Specifically, it investigates from the employee’s perspective how human resource management, with the system of human resource (HR) practices and work climate, influences proactive and reactive knowledge-sharing behaviours via the employees’ interest-based motivation.

Design/methodology/approach

For the main hypotheses, a moderated mediation model was tested using survey-based data from 400 employees from Poland and structural equation modelling analyses. Next, the authors used data from 143 employee supervisor dyads (subsample data) to test the employee performance outcomes of knowledge sharing.

Findings

The results show that commitment-based HR practices are positively related to knowledge-sharing behaviour via autonomous motivation when employees perceive a cooperative climate in the workplace. Furthermore, there are motivational and outcome differences between sharing knowledge reactively and proactively. External motivation is detrimental to reactive knowledge sharing, while introjected motivation is positively related to proactive knowledge sharing. Next, while proactive knowledge-sharing is related to better performance, reactive knowledge-sharing has no performance implications for employees.

Practical implications

From the managerial perspective, this study suggests that to facilitate knowledge sharing, managers should align the implementation of commitment-based HR practices with a cooperative climate in the work environment.

Originality/value

By differentiating proactive and reactive knowledge-sharing behaviour and examining the contingent role of cooperative psychological climate, the study explains the mixed results of external and introjected motivation to share knowledge. This study also provides more specific results on the performance outcomes of knowledge givers, showing that performance effects should not be taken for granted.

中文翻译：

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主动或被动地分享知识，这重要吗？人力资源管理和激励前因和绩效结果

 目的

本文旨在研究主动和被动知识共享行为的前因和绩效结果。具体来说，它从员工的角度研究了人力资源管理如何通过员工基于兴趣的动机，以及人力资源 （HR） 实践系统和工作氛围影响主动和被动的知识共享行为。

设计/方法/方法

对于主要假设，使用来自波兰的 400 名员工的基于调查的数据和结构方程模型分析来测试调节中介模型。接下来，作者使用来自 143 个员工主管二元组（子样本数据）的数据来测试知识共享的员工绩效结果。

 发现

结果表明，当员工感知到工作场所的合作氛围时，基于承诺的人力资源实践通过自主动机与知识共享行为呈正相关。此外，被动和主动分享知识之间存在动机和结果差异。外部动机不利于反应性知识共享，而内省动机与主动知识共享呈正相关。其次，虽然主动知识共享与更好的绩效有关，但被动的知识共享对员工的绩效没有影响。

 实际意义

从管理的角度来看，本研究建议，为了促进知识共享，管理者应将基于承诺的人力资源实践的实施与工作环境中的合作氛围保持一致。

 原创性/价值

通过区分主动和被动的知识共享行为并检查合作心理氛围的偶然作用，该研究解释了分享知识的外部动机和内省动机的混合结果。本研究还提供了关于知识提供者的绩效结果的更具体结果，表明绩效影响不应被视为理所当然。