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Widespread on social networking sites (SNSs), envy has been linked to an array of detrimental outcomes for users’ well-being. While envy has been considered a status-related emotion and is likely to be experienced in response to perceiving another’s higher status, there is a lack of research exploring how status perceptions influence the emergence of envy on SNSs. This is important because SNSs typically quantify social interactions and reach with metrics that indicate users’ relative rank and status in the network. To understand how status perceptions impact SNS users, we introduce a new form of metric-based digital status rooted in SNS metrics that are available and visible on a platform. Drawing on social comparison theory and status literature, we conducted an online experiment to investigate how different forms of status contribute to the proliferation of envy on SNSs. Our findings shed light on how metric-based digital status influences feelings of envy on SNSs. Specifically, we could show that metric-based digital status impacts envy through increasing perceptions of others’ socioeconomic and sociometric statuses. Our study contributes to the growing discourse on the negative outcomes associated with SNS use and its consequences for users and society.
This study examines whether incentives affect public employees' intention to share knowledge. Tested incentives satisfy needs for either achievement or appreciation. Both treatments were tested on implicit as well as explicit knowledge sharing. A 2 x 3 factorial survey experiment was designed to observe within-person and between-person effects. Data were collected from public employees in the core administration and healthcare sector (n = 623) in 2018. The analysis indicates that both treatments positively affect knowledge-sharing intention if it is explicit knowledge that ought to be shared. However, no effects of either treatment can be found in either type of knowledge sharing. No negative effect of the tested incentives on knowledge sharing was observed. Hence, incentives might not harm knowledge sharing but also do not pay off in organizational practice. In contrast to these motivation-enhancing human resource practices, ability and opportunity-enhancing practices should be tested to foster knowledge sharing.