WHY A CENTRAL NETWORK POSITION ISN'T ENOUGH: THE ROLE OF MOTIVATION AND ABILITY FOR KNOWLEDGE SHARING IN EMPLOYEE NETWORKS

Contrasting views exist on how network characteristics predict knowledge sharing. Although large, open egocentric networks foster network positions that provide access to nonredundant knowledge, critics have noted that such networks impair knowledge sharing, because trust and reciprocity do not thrive in them. This problem may, however, be resolved by including motivation and ability to share knowledge as moderators of the association between network position and knowledge sharing. Our analysis of 705 employees in a consultancy shows that employees' knowledge acquisition and provision are highest when network centrality, autonomous motivation, and ability are all high, thus supporting the proposed three-way interaction.