Knowledge sharing in project-based supply networks
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Authors
Sarafan, M
Lawson, B
Roehrich, JK
Squire, B
Publication Date
2022-05Journal Title
International Journal of Operations and Production Management
ISSN
0144-3577
Publisher
Emerald
Volume
42
Issue
6
Pages
852-874
Type
Article
This Version
AM
Metadata
Show full item recordCitation
Sarafan, M., Lawson, B., Roehrich, J., & Squire, B. (2022). Knowledge sharing in project-based supply networks. International Journal of Operations and Production Management, 42 (6), 852-874. https://doi.org/10.1108/IJOPM-06-2021-0394
Abstract
Purpose – Project-based supply networks are an emerging form of organizing used to meet a buying organization’s operational and innovation goals. Knowledge sharing among suppliers in the network plays a key role in successful project delivery but is challenging to achieve in practice. We draw on self-determination theory (SDT) to examine the interactive effect of incentive provisions (penalties and bonuses) and network governance (lead or shared) on knowledge sharing motivation by individual boundary-spanners within project-based supply networks.
Design/methodology/approach – A scenario-based behavioral experiment of 217 professionals within the UK using the online platform, Prolific, was conducted. A Hayes Macro PROCESS model was used to analyze the data. We pilot-tested the scenario with project management experts, senior managers, and directors.
Findings – Our findings highlighted that the effectiveness of incentive provisions on knowledge sharing may be dependent on the mode of network governance. Where suppliers have shared responsibility for managing the network (shared governance), bonuses were more effective than penalties in motivating knowledge sharing through support of boundary-spanners’ autonomy needs. However, where the buying organization has transferred responsibility for managing the network to an external third-party organization (lead governance), we found no significant difference between the effectiveness of penalty versus bonus provisions in motivating knowledge sharing.
Originality – Prior research in operations and supply chain management (OSCM) has shown the positive effect of incentive provisions on knowledge sharing motivation, but largely overlooked the effectiveness of such incentives when nested within broader governance mechanisms used in projects and their networks. Moreover, while scholars have started to highlight the importance of governance mechanisms in knowledge sharing at the dyadic level, we know very little about the impact of network governance.
Keywords
Governance, Experiments, Projects, Knowledge sharing, Networks, Boundary-spanners
Identifiers
External DOI: https://doi.org/10.1108/IJOPM-06-2021-0394
This record's URL: https://www.repository.cam.ac.uk/handle/1810/337651
Rights
Attribution-NonCommercial 4.0 International
Licence URL: https://creativecommons.org/licenses/by-nc/4.0/
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