Enhancing employee tendencies to share knowledge—Case studies of nine companies in Taiwan

Employee motivation in knowledge sharing is an important but neglected issue. It is especially important in Taiwan where cultural values predispose employees to hoard knowledge. This study uses case study methodology to explore organizational practices, which enhance employee motivation to share knowledge. Access was obtained from nine manufacturing firms in Taiwan for interviews, observations, and secondary data. Data analysis suggests three organizational practices can successfully enhance employee knowledge sharing tendencies. They include (a) continuous company-wide learning initiatives, (b) performance management systems which motivate employee knowledge sharing, and (c) information disclosure to create a sharing climate. These practices were highly involved and strongly supported by CEOs determined to motivate employees to learn and to share. Although these practices fit characteristics of learning organizations described in the literature, CEOs exhibited behavioral modes not reported in the past. This has implications for cultural differences.