5. Discussion and conclusion
5.1. Discussion This research explores the influence of motivation synergy and the synergy of motivation and knowledge absorptive capacity on project performance, short and long term. Our results shed light on the different roles of intrinsic and extrinsic motivation on project performance and how intrinsic motivation can enhance knowledge ACAP and project performance relationships. Given some limitations, our research provides insights into technology management in MNC automobiles viewed as technology intensive firms. Project managers can match project resources, i.e. human resources and motivational rewards, more effectively with different types of projects so as to achieve the efficiency and effectiveness of NPD project outcomes. We contribute to the substantial body of knowledge on NPD project management in two important ways. First, it provides insight into the synergistic role of intrinsic and extrinsic work motivation on NPD project performance in the MNCs automotive environment. While previous research paid attention to variance in NPD project performance, short term in particular, of either intrinsic or extrinsic motivation, our work filled in the knowledge gap in technology management literature investigating the synergistic role of intrinsic and extrinsic motivation on NPD project success, both short and long term. More specifically, our findings reveal that intrinsic motivation could directly influence NPD project short-and long-term performance and that the impact of intrinsic motivation on these project outcomes could be improved on the condition that employees perceived extrinsic rewards to be high and the diminished impact will be observed when employees perceived extrinsic rewards to be low. Our findings echoed Amabile's (1993) premises on motivation synergy that intrinsic motivation is key to drive people effort to work in such a high velocity and time pressure environment as NPD project and that extrinsic rewards shall be used synergistically with intrinsic motivation for the most effective outcomes. It is possible that project people assess the value of extrinsic rewards in relations to projects challenge or difficulty and workload. As such, perceived low value of the rewards could undermine the intrinsic motives to exert extra effort for the project desired outcomes. Besides, Minbaeva (2007) reported in her studies that the systems of employment practices could also in- fluence the level of employee extrinsic motivation hence the effectiveness of knowledge transfer in MNC environment. Previous research in similar context confirmed that performance incentives alone seem inadequate in this sort of environment (Lin, 2007; Makri et al., 2006; O'Dell & Grayson, 1998; Schmid & Adams, 2008; Szulanski, 1996).
