How to Avoid Knowledge Sabotage: A Motivational Model

Abstract

The purpose of this research is to contribute to knowledge management literature broadening our understanding of knowledge sabotage and designing a motivational framework to limit or avoid sabotage incidents in practice. In our empirical investigation, data collection takes place through online questionnaires and interviews addressed to employees and managers of heterogeneous companies. We expect to identify a negative relationship between intrinsic and extrinsic motivations to share knowledge and the phenomenon of knowledge sabotage. In the end, our conclusions will be useful to expand researchers and practitioners' awareness of the most extreme counterproductive workplace behavior that threatens the process of knowledge sharing.