This study aims to examine how pre-planned incentives and cognitive trust influence information-sharing behaviors in project teams. By examining the interplay between extrinsic motivators and intrinsic trust factors, the research aims to identify strategies that effectively promote collaborative knowledge exchange.
The research methodology commenced with a comprehensive literature review, which systematically identified and synthesized the key constructs of incentive mechanisms, information sharing behavior and cognitive trust. Building upon this theoretical foundation, an integrated conceptual framework was developed to delineate the interrelationships. Empirical data were collected through a structured questionnaire survey administered to 236 construction industry professionals. Subsequently, structural equation modeling (SEM) analysis was performed using SPSS and Amos software to validate the proposed theoretical framework.
The empirical findings demonstrate that non-financial incentives substantially improve information-sharing behavior in project management contexts, while financial incentives have minimal impact. Additionally, cognitive trust mediates the relationship between non-financial incentives and information-sharing behavior, suggesting that when cognitive trust is present, non-financial incentives are more effective in fostering information-sharing behavior.
The findings offer actionable insights for designing incentive systems to enhance project team collaboration in construction projects. It contributes to the ongoing discourse in project management by examining the interaction between incentive mechanisms and cognitive trust, addressing whether these factors are mutually dependent for enhancing information-sharing behavior. It offers new insights into how their synergy can serve as a foundation for effective collaboration, providing practical implications for designing incentive systems that foster project success.
