The Role of Recognition and Reward Systems in Knowledge Transfer: A Multiple Case Study in the Moroccan Automotive Industry

Abstract

Knowledge transfer constitutes a strategic lever for strengthening organizational learning capacity, innovation, and performance. However, despite the importance attributed to recognition and reward systems as mechanisms that may foster knowledge sharing, the literature remains characterized by divergent findings regarding their influence on knowledge transfer, particularly in relation to tacit knowledge sharing. This lack of consensus highlights the need to further examine the effects of such mechanisms across different organizational contexts. Accordingly, this study aims to analyze the role of recognition and reward systems in knowledge transfer, with particular emphasis on differences in organizational arrangements and their effects on knowledge sharing.

The study adopts a qualitative methodology based on a multiple-case study conducted in three companies operating in the Moroccan automotive industry. Data were collected through 42 semi-structured interviews and analyzed using a content analysis approach. The findings reveal differentiated effects depending on organizational configurations. In Companies A and B, the combination of predominantly intrinsic recognition mechanisms and financial incentives promotes knowledge sharing, particularly tacit knowledge. Conversely, in Company C, which lacks individual recognition and relies exclusively on collective performance bonuses, knowledge transfer is limited, and the dynamics of expertise sharing and idea generation appear weaker. These findings suggest that the effectiveness of recognition and reward systems depends on their configuration and their ability to support employees’ intrinsic motivation.

Classification JEL : D83

Paper type :  Empirical Research