Knowledge management and work motivation following self-determination theory: an empirical research

Purpose: This paper a) aims to investigate the relation between Knowledge Management (KM) and work motivation (following Self-Determination Theory); b) analyses the relevance of proposing profiles of workers; and c) assesses the differences in work motivation as a result of the profiles created. Design/methodology/approach: This is a quantitative and cross-sectional research. Participants are from Portuguese organizations (N=695). The self-administered questionnaires KMQ-SF and MWMS are used. Correlational analysis, cluster analysis and MANOVA are performed. Findings: As we advance on the motivation continuum to more autonomous work motivation, the relation to KM strengthens (from negative, to weak and moderate effect sizes) supporting SDT. Four out of ten profiles showed a statistically significant global effect on work motivation: High KM Profile (8.3%), followed by the Low KM Profile (6.4%), the Low/Moderate Formal KM Profile (6.3%) and the Low/Moderate Competitive KM Profile (3.9%). Research limitations/implications: Limitations concern the fact that: 1) this is a transversal study, and 2) this is a correlational study, which implies that the inference of causality cannot be assumed. Practical implications: This paper suggests a well-adjusted KM strategy, which may better one’s performance and well-being, by strengthening more self-determined motivations and decreasing Amotivation. At the same time, hiring new employees based on their autonomous motivation to the specific tasks they will perform can strengthen KM processes. Originality/value: This paper supports SDT and corroborates the notion that KM and work motivation are related, mainly considering autonomous motivation