A prospective study of knowledge sharing at work based on self-determination theory

Abstract

Knowledge sharing involves the provision or receipt of information, know-how, best practices, lessons learned, and/or feedback about a task, product, and/or procedure in order to develop new skills and competencies at work which can improve individual, group, and/or organizational performances. Based on self-determination theory, the study partners hypothesized that people with more self-determined latent profiles will report more knowledge sharing at work over 18 months than people with less self-determined latent profiles. Participants were 299 dental hygienists who completed a national online survey at baseline and at 18 months. Results of a Latent Profile Analysis revealed that dental hygienists with the most self-determined profile (Profile 2) reported a higher level of knowledge sharing at work at 18 months than dental hygienists in: Profile 1, "the controlled profile, " characterized by perceptions of managerial control and relatively high levels of the control orientation - moderate effect size; Profile 3, "the helpless profile, " characterized by the impersonal orientation and an absence of the autonomy orientation - large effect size; and Profile 4, "the mixed profile, " characterized by both the highest levels of fear of failure and control orientation but also by high levels of autonomy orientation and perceived managerial autonomy support - moderate effect size. Applied implications, particularly around ways to maximize managerial autonomy support and minimize managerial control to promote well-being and performance and reduce ill-being and non-effective functioning, are discussed.