Multi-dimensional organizational motivations: the catalyst for interorganizational knowledge sharing in megaprojects

Purpose Interorganizational knowledge sharing (IKS) is an important strategy for organizations to obtain exterior knowledge resources to enhance innovation and value co-creation in megaprojects. However, little research has deeply investigated multiple attributes of organizational motivations and the combinatorial effects of these motivations on facilitating IKS. Based on resource dependency theory, this study examined the net and combinatorial effects of four types of motivations (i.e. image motivations, reactive motivations, project-based co-creative economic motivations and cross-project co-creative economic motivations). Design/methodology/approach Questionnaire surveys were administered to 244 practitioners with over 10 years of experience in construction megaprojects. The collected data were analyzed using a partial least square-structural equation model (PLS-SEM) and fuzzy set qualitative comparative analysis (fsQCA). Findings The findings of PLS-SEM support that image and project-based co-creative economic motivations positively drive IKS. The results of fsQCA reveal three types of efficacious configurations, including comprehensive benefits-integrated driven, short-term benefits-dominated driven and long-term benefits-dominated driven configurations. Originality/value This study provides insight into broadening the understanding of multidimensional organizational motivations for IKS and fostering the configurational perspective to their effects with the idea that one size does not fit all. Managers should develop effective interventions considering the combination of various motivations and use multi-layered incentive structures that reward both immediate project-specific outcomes and long-term relationship-building efforts.