Motivation, opportunity, and ability in knowledge transfer: a social network approach

Although previous research indicates a variety of facilitators of knowledge transfer, many firms still suffer from knowledge transfer difficulties. This study explores the relational antecedents of knowledge transfer by integrating the motivation–opportunity–ability framework with a social network approach, which emphasizes the relations among people rather than their attributes. To rigorously validate causal relations among network variables, the social networks of employees in a research and development department were surveyed twice in 6 months. A regression analysis with 76 × 76 networks using a multiple regression quadratic assignment procedure showed that opportunity and motivation were the first‐ and second‐most influential factors for knowledge transfer, respectively. There was a marginal, but statistically significant effect for ability. The creation of a working environment in which knowledge transfer can easily take place, and motivating competent employees to transfer their knowledge, are critical to successful knowledge transfer.