Abstract:

Digitalization greatly changes how knowledge is stored and how individuals access it. In response to this transformation, many organizations have created internal knowledge repositories and communication platforms aimed at storing knowledge and promoting knowledge exchange among employees. Consequently, online knowledge seeking has gradually become the mainstream way for employees to seek knowledge. However, the literature on online knowledge seeking remains unclear. Previous studies have primarily focused on knowledge sharers, while the extant research results on employees' knowledge seeking are fragmented. There is a lack of systematic understanding of the antecedents of their behaviors, especially online knowledge seeking. To address these gaps, this study reviews the concepts, antecedents, and mechanisms underlying employee online knowledge seeking. The goal is to gain a comprehensive understanding of the current state of research in this area and to develop an integrated theoretical framework. This study aims to lay a solid theoretical foundation for future research and offer practical guidance for business managers.
Firstly, based on a review of related studies, this study conceptualized employee online knowledge seeking. Online knowledge seeking represents an evolution of traditional face-to-face knowledge seeking, driven by technological advancements and emphasizing the adoption of technology by individuals. Therefore, we defined it as the purposeful behavior of employees searching for and acquiring knowledge through computer-mediated online communication systems. In addition, we categorized the various manifestations of employee online knowledge seeking based on four key dimensions: knowledge content, network tools, acquisition strategy, and seeking object. These are classified into exploitative and exploratory knowledge seeking, intra-organizational and inter-organizational network knowledge seeking, static and dynamic knowledge acquisition strategy, as well as seeking knowledge from a specific-object and open-object.
Secondly, in order to clarify the differences between online knowledge seeking and face-to-face knowledge seeking, this study examined their connections and distinctions across six dimensions: communication medium, temporal-spatial requirements, seeking object, scope of knowledge, feedback documentation, and skill requirements. Furthermore, we discussed the unique value of online knowledge seeking among the new generation of employees, which aligns with their interpersonal communication habits. Additionally, the study explored employees' preferences for two knowledge seeking approaches from the perspectives of individual factors (such as perceptions of social psychological costs) and situational factors (such as the nature of the organization).
Finally, this study systematically examined the factors influencing employee online knowledge seeking through three dimensions: technological, organizational, and environmental. Using the Unified Theory of Acceptance and Use of Technology (UTAUT), the study delved into the mechanisms of employee online knowledge seeking and proposes five propositions. The results indicate that employees' performance expectancy prior to online knowledge seeking positively influences their intention to seek knowledge online, while effort expectancy negatively predicts their behavioral intention. Meanwhile, individuals' perceptions of social influence and facilitating conditions positively affect their willingness to online knowledge seeking. In addition, the strength of employees' intention to seek knowledge online positively predicts their actual behavior, and employees adopt different knowledge-seeking strategies in their actual online knowledge seeking behavior depending on their specific purposes.
Although this study systematically explored the antecedents and mechanisms of employee online knowledge seeking, related research is still in its infancy. In the future, researchers could further develop a model of choice preferences between face-to-face and online knowledge seeking to understand employees' preferences for these two modes under the influence of multiple interacting factors. At the same time, future studies could adopt various theoretical perspectives, such as the Job demands-resources model (JD-R), and integrate qualitative or quantitative research methods to continuously advance the investigation into the antecedents and mechanisms of employee online knowledge seeking. Additionally, by incorporating behavioral data and quantifying relevant indicators, researchers could further validate the framework of antecedents and formation mechanisms of employee online knowledge seeking proposed in this study, thereby providing robust empirical evidence for this field.

Key words: online knowledge seeking, knowledge exchange, organizational platforms, enterprise knowledge management