Knowledge Sharing Behavior Shaped by Organizational Climate, Social Network, Perception, and Achievement Motivation

To date, knowledge sharing commonly discussed just as a part of knowledge management. However, knowledge sharing as a behavior is imperative to be investigated and managed carefully at a firm level. This study was aimed to examine employee knowledge sharing behavior could be shaped by organizational climate, social network, individual perception on knowledge itself, and achievement motivation. Data collected from questionnaires filled by 121 respondents who work at a multinational Japanese company operating in Indonesia (PT MII). Path analysis was used to evaluate causal model among variables. Result indicates that achievement motivation acts well as an intervening variable influences knowledge sharing behavior. Organization climate has a strongest path among variables with good practices performed by a supervisor; corporate policy to deploy knowledge; a knowledgeable feedback and corrective actions; and an assignment with a considerable time to deadline. Employees perceived that sharing behavior encouraged first in the network, promoted and managed by the organization, and lastly as a personal initiative. Motivated employees sharing their knowledge for self’s empowered, a sense of self merit, and share first at the situation of immediate and necessity. Idea for a better work more often shared than to find solutions for instant actions, tacit knowledge tends to be shared when requested, self’s refined knowledge shared individually rather than at a workgroup, and still there are some reluctances of senior owners to contribute their precious tacit knowledge at once. Keywords: Knowledge Sharing Behavior, Organizational Climate, Social Network, Individual Perception, Achievement Motivation