The role of knowledge gatekeepers’ motivations in knowledge transfer performance

Purpose The assimilation of external knowledge by gatekeepers plays a pivotal role in rejuvenating corporate knowledge, thus fostering organizational success. This study aims to delve into the function of gatekeepers in disseminating knowledge and enhancing knowledge transfer performance through a motivational lens. It investigates whether gatekeepers inherently disseminate knowledge or if certain motivations drive their actions. Particularly, this research centers on the influence of autonomous motivation (intrinsic acceptance) and controlled motivation (external pressure) on knowledge transfer performance, asserting that understanding both motivations is crucial for grasping the intricacies of the behavior-performance nexus. Design/methodology/approach A structured questionnaire survey was used to select a total of 24 firms of three different sizes, large, medium and small, in the provinces of Hunan, Guangdong, Shandong and Zhejiang, China, to conduct a survey of knowledge gatekeepers, and 321 valid questionnaires were finally obtained. The study analyzed the proposed hypotheses through structural equation modeling. Findings The controlled motivation of gatekeepers negatively affects knowledge transfer performance, while autonomous motivation has a positive impact. Additionally, this study unveils that work effort serves as a mediator in the correlation between motivation for knowledge dissemination and knowledge transfer performance. Furthermore, the capability for knowledge transfer positively moderates the link between work effort and knowledge transfer performance. Remarkably, the mediating effect of work effort becomes more pronounced when gatekeepers possess higher knowledge transfer capability. Originality/value This research contributes to the knowledge gatekeeping theory and the literature on knowledge transfer by examining the connection between knowledge gatekeepers’ motivation to disseminate knowledge and knowledge transfer performance. It challenges the conventional belief that gatekeepers consistently share knowledge and provides new perspectives on the mechanisms linking motivation and performance. By doing so, this study helps organizations boost employees’ job autonomy and improve knowledge transfer performance.