Knowledge sharing through enterprise social network (ESN) systems: motivational drivers and their impact on employees’ productivity

Abstract

Purpose This study aims to predict the impact of utilitarian and hedonic motivations on using enterprise social network (ESN) systems for sharing internal and external knowledge, as well as their effects on employee productivity. Design/methodology/approach Responses of 115 ESN system users from a wide spectrum of firms have been validated and analysed by means of structural equation modelling using partial least squires (PLS-SEM) method. Findings The results indicate that using ESN to share internal and external knowledge has a positive significant impact on employee productivity. Surprisingly, empirical analysis reveals that using ESN tends to be significantly influenced by hedonic rather than utilitarian motivations. Originality/value The study is an early empirical attempt that examines using ESN for knowledge sharing, emphasizing its upstream motivational influence and downstream business impact. It also offers managers and ESN vendors a frame of reference to maximize the use of ESN in the workplace to boost employees’ productivity within various contexts.