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The Impact of National Cultural Values on Intrinsic Motivation to Transfer Tacit Knowledge

The Impact of National Cultural Values on Intrinsic Motivation to Transfer Tacit Knowledge

Nicole Amanda Celestine, Chris Perryer
Copyright: © 2016 |Volume: 12 |Issue: 4 |Pages: 19
ISSN: 1548-0666|EISSN: 1548-0658|EISBN13: 9781466689190|DOI: 10.4018/IJKM.2016100101
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MLA

Celestine, Nicole Amanda, and Chris Perryer. "The Impact of National Cultural Values on Intrinsic Motivation to Transfer Tacit Knowledge." IJKM vol.12, no.4 2016: pp.1-19. http://doi.org/10.4018/IJKM.2016100101

APA

Celestine, N. A. & Perryer, C. (2016). The Impact of National Cultural Values on Intrinsic Motivation to Transfer Tacit Knowledge. International Journal of Knowledge Management (IJKM), 12(4), 1-19. http://doi.org/10.4018/IJKM.2016100101

Chicago

Celestine, Nicole Amanda, and Chris Perryer. "The Impact of National Cultural Values on Intrinsic Motivation to Transfer Tacit Knowledge," International Journal of Knowledge Management (IJKM) 12, no.4: 1-19. http://doi.org/10.4018/IJKM.2016100101

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Abstract

This study examines the moderating effects of individuals' national cultural values on intrinsic motivation to engage in tacit knowledge transfer, through the lens of knowledge coaching. Using partial least squares analysis, survey data from 26 district managers (knowledge coaches) and 102 territory managers (protégés) from a large MNC's subsidiaries in Denmark, Ireland, Japan, Norway, Sweden and the UK is examined. In the first model, appertaining to the knowledge coaches, long-term orientation positively moderated the path between intrinsic motivation and perceived selling skill acquisition. For the corresponding pathway in the protégé model, collectivism and power distance attenuated the pathway. The implications for managers in terms of fostering intrinsic motivation to engage in knowledge transfer across a diversity of employees, and avenues for future research are discussed.

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