دانلود رایگان مقاله اثر انگیزه بی تفاوتی اهداف کارکنان رسانه اجتماعی کسب و کار

abstract

Businesses benefit when employees use social-media technologies to connect with stakeholders, but extant evidence indicates mixed results in getting employees to do it. We propose part of the explanation stems from apathetic motivation among employees; we investigate whether apathetic motivation appears at the other end of the spectrum of intrinsic and extrinsic motivations, or whether it varies independent of other motivations. We find evidence that apathetic, intrinsic, and extrinsic motivations appear as distinct motivations and can all coexist at times—that some individuals who report high intrinsic or extrinsic motivations also report high apathetic motivation, and there are significant interaction terms. Furthermore, the relationship between intention to use and actual usage appears to be amplified in the case of individuals in marketing/sales versus diminished in the case of individuals in other departments, consistent with the idea that the customer-facing nature of some jobs impacts intention to use social media technologies.

4. Discussion

4.1. Theoretical implications The results show that (1) apathetic motivation is a distinct construct from intrinsic and extrinsic motivations, (2) the pathway coefficient from apathetic motivation to behavioral intention is negative in contrast to the positive coefficients for intrinsic and extrinsic motivations, (3) higher apathetic motivation coexisting with higher intrinsic or extrinsic motivations appears to diminish/negate (i.e., negatively moderate) the influence of the latter, resulting in a decreased behavioral intention, (4) while apathetic motivation increases the explanatory predictiveness of estimating behavioral intention, it does not appear to directly moderate the path between behavioral intention and behavioral usage, and (5) employee job role moderates behavioral intention and behavioral usage and also influences the apathetic–extrinsic moderation effect.