Islamic intrinsic motivation and knowledge conversion process for sales team performance: a theoretical framework
Fachrunnisa O., Sudarti K.
Abstract
Knowledge conversion still becomes a concern of many researchers because of the effects on performance. Various studies have tried to explore the underlying factors, but not many of them used the perspective of intrinsic motivation based on Islamic values as an approach. Thus, this paper offers a new concept as a cornerstone to improve knowledge creation. Islamic intrinsic motivation is the result of a synthesis of the manifest needs theory and Islamic values. This concept arises because of the many individualist phenomena and ignoring religious values in the work process. Thus, enthusiasm is needed to do the best and improve continuously while voluntary asking and helping team members. Islamic intrinsic motivation is expected to be able to improve knowledge creation which has an impact on the exploration of tacit knowledge in each individual. In the long term, mastering unique knowledge in a team will improve the sales team performance.
Cognitive Collective Engagement: Relating Knowledge-Based Practices and Innovation Performance
Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K., Adhiatma A., Fachrunnisa O., Tjahjono H.K.
A multilevel model for effects of social capital and knowledge sharing in knowledge-intensive work teams
Dong X.-Y., Hao J.-X., Khalifa M., Yu Y., Dong X.-Y., Hao J.-X., Khalifa M., Yu Y., Dong X.-Y., Hao J.-X., Khalifa M., Yu Y., Dong X.-Y., Hao J.-X., Khalifa M., Yu Y., Dong X.-Y., Hao J.-X., Khalifa M., Yu Y., Dong X.-Y., Hao J.-X., Khalifa M., Yu Y.
Knowledge management enablers, processes, and organizational performance: An integrative view and empirical examination
Choi B., Lee H., Choi B., Lee H., Choi B., Lee H.
Knowledge Management and Organizational Learning
King W.R., King W.R.
Knowledge Management and Religiosity: A Conceptual Development of Islamic Vanguard Spirit
Sudarti K., Zulfa M., Sudarti K., Zulfa M., Sudarti K., Zulfa M.
Tacit knowledge sharing in public sector departments in Kenya
Wamitu S.N., Wamitu S.N.
Tacit knowledge and knowledge conversion: Controversy and advancement in organizational knowledge creation theory
Nonaka I., von Krogh G., Nonaka I., von Krogh G.
Tacit knowledge and organisational performance: Construction industry perspective
Amaratunga D.G., Haigh R.P., Pathirage C.P., Amaratunga D.G., Haigh R.P., Pathirage C.P., Amaratunga D.G., Haigh R.P., Pathirage C.P.
Role of knowledge conversion and social networks in team performance
Janhonen M., Johanson J.-E., Janhonen M., Johanson J.-E.
Enhancing motivation and work performance of the salespeople: the impact of supervisors’ behavior
Chowdhury M.S.
Fachrunnisa O., Santoso B., Widianti H.
International Journal of Interdisciplinary Organizational Studies
Lecture Notes on Data Engineering and Communications Technologies