The effects of employee motivation, social interaction, and knowledge management strategy on KM implementation level

Abstract

This study examines the influence of employee motivation (intrinsic motivation and extrinsic motivation), social interaction (interpersonal trust, openness in communication, and social reciprocity), and knowledge management (KM) strategy (codification knowledge strategy and personalization knowledge strategy) on KM implementation level. Based on a survey of 243 senior executives from large organizations in Taiwan, this study uses a structural equation modeling approach to investigate the research model. The results showed that employee motivation, social interaction, and KM strategy are closely related to level of KM implementation. However, codification knowledge strategy did not significantly influence KM implementation level. Given the importance of KM implementation in contemporary organizations and also in the future, the findings of this study are designed to enable business managers or policy-makers in formulating policies and targeting appropriate organizational enablers to support effective KM implementation. Implications for KM research and practice are discussed.