The Effects of Intrinsic and Extrinsic Motivation on Knowledge Transfer (Case Study: Higher Education and Research Institute of Planning and Management)

Today, in the competitive atmosphere, knowledge-sharing among employees is not an option, but a strategic necessity. This article aims to examine the effects of intrinsic and extrinsic motivation on knowledge transfer of the experts working in Higher Education and Research Institute of Planning and Management. The purpose and methodology of this study are an applied and descriptive-survey, respectively. Eighty staff, through systematic sampling, according to Morgan Table, were selected to fill out the questionnaire. To assess the validity of the questionnaire, the experts’ comments, and to examine its reliability, Cronbach's alpha have been used. The results based on linear regression analysis showed that intrinsic motivation plays a key role in knowledge transfer; however, extrinsic motivation does not have any meaningful correlation with knowledge transfer. Hence, to facilitate the process of knowledge transfer among experts, it seems essential to take any relevant actions to provide a sense of independence in people, improve their self-esteem, and promote integrity as well as a sense of membership in the organization.