The Effect of the Motivation of Regulatory Focus on the Process of Knowledge Sharing and Knowledge Hiding.

پژوهشنامه کتابداری و اطلاع رسانی

Article 10, Volume 15, Issue 1 - Serial Number 29, June 2025, Pages 207-228   

Document Type: Original Article

DOI: 10.22067/infosci.2024.87424.1200

Authors

Kimia Sahraian¹; Ali Biranvand^{* 2}; Elham Ghobadi Azad^{3, 4}

¹Assistant professor, Department of Psychology, Higher Education Center of Eghlid, Eghlid, Iran.

²Associate Professor, Department of Knowledge and Information Science, Payame Noor University, Tehran, Iran.

³M.S. Department of Knowledge and Information Science, Payame Noor University, Tehran, Iran.

⁴Library expert of the Faculty of Dentistry, Shiraz University of Medical sciences.

Abstract

Introduction: Knowledge sharing is a fundamental human behavior subject to a myriad of individual and contextual influences. As Sarvestani, Biranvand, and Shojaeifard (2022) posit, motivation is a prerequisite for participation in organizational knowledge sharing. While the factors influencing this motivation are diverse, their presence alone does not guarantee knowledge dissemination. Rather, motivational factors serve as catalysts, either fostering or inhibiting the knowledge sharing process within an organization. Given the critical role of motivation in both the sharing and concealment of knowledge, this research examines the impact of supervisory focus on these behaviors among the staff of Shiraz Dental School.
Methodology: The present study is an applied investigation into the relationship between supervisory motivational dimensions and employee behaviors, specifically full sharing, partial sharing, and knowledge concealment. The research population comprised all employees of the Faculty of Dentistry, Shiraz University, in 1402, totaling 300 individuals. A sample of 140 participants was determined using G*Power software and selected through systematic random sampling. Data were collected using Ariel's (2016) questionnaire. Descriptive and inferential statistical analyses were conducted using SPSS 25 and SmartPLS. Descriptive statistics, including frequency, mean, and standard deviation, were employed to summarize the data. Inferential statistics involved the Kolmogorov-Smirnov test for normality and partial least squares analysis using SmartPLS and the Nekui Brazesh method for model assessment.
Findings: Research findings indicate that employees primarily concerned with averting negative consequences, such as job loss, and prioritizing security needs, including the fulfillment of duties and responsibilities, exhibit a tendency towards partial knowledge sharing. They strategically withhold competitive skills and knowledge from public dissemination. Conversely, employees motivated by positive outcomes and inclined to foster interpersonal relationships demonstrate a higher propensity for open knowledge sharing and active communication. Consequently, a stronger individualistic orientation correlates with reduced knowledge concealment. Notably, this study reveals that avoidance motivation does not significantly influence concealment, contradicting previous research suggesting a link between security-focused organizational cultures and employees' strategic knowledge management.Such individuals seek to establish a competitive edge through ownership, control over information and knowledge, risk aversion, and the maintenance of stability. Consequently, employees motivated by avoidance tend to be inclined to conceal their knowledge (Hao & Luanluan, 2019). Nevertheless, the present study reveals that employees exhibiting both approach and avoidance motivations engage in knowledge sharing, albeit selectively. Their preference for transferring experience and knowledge over security and competitive gain motivates this behavior. Rather than hoarding information, they opt to share it.
Another finding of the research is that avoidant focus motivation does not influence complete knowledge sharing. This may be attributed to the tendency of security-oriented employees to minimize errors and preserve their current organizational standing. In this context, individuals may perceive that fully disseminating their knowledge could yield negative consequences, potentially positioning the trained colleague as a competitor. Such employees might envision their role and position being usurped. Consequently, knowledge is regarded as a competitive asset, deterring its complete sharing.
To enhance the impact and efficacy of knowledge sharing within universities, it is imperative to consider contextual factors such as organizational trust, a cooperative climate, and institutional support. Moreover, employee motivation should be amplified to discourage knowledge hoarding and concealment. In such a conducive environment, employees would be inclined to openly share knowledge and experiences without apprehension.
Discussion and Conclusion: Based on the research findings, a forward-focused motivation correlates with reduced knowledge hiding and increased knowledge sharing behaviors. Notably, employees driven by avoidance focus also engage in knowledge sharing, albeit partially. This behavior stems from a prioritization of experience and knowledge transfer over security and competitive advantage. Conversely, while avoidance focus does not influence complete knowledge sharing, it is evident that security-conscious employees seek to prevent errors and maintain their organizational standing.

Keywords

Regulatory Focus theory; promotion focus; prevention focus; knowledge sharing; knowledge hiding

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