To Share or Not to Share: A Framework for Understanding Coworker Collaborative Consumption

Abstract

We extend prior research by empirically demonstrating employees’ attitude–behavior gap when sharing goods and services with coworkers using platform technology. We also integrate theories on psychological ownership and territoriality in organizations with the theory of planned behavior and the technology acceptance model to develop an individual-level framework for understanding employees’ adoption of organization-sponsored sharing platforms, or lack thereof. Specifically, our abductive analysis of interview data from a field study illustrates how psychological ownership attitudes, sustainable consumption norms, and technology usability perceptions influence employees’ sharing motivations and intentions. Our findings and framework provide organizations with a roadmap for increasing employee engagement and corporate social responsibility through coworker collaborative consumption. Managers should promote sustainable consumption in their organization and strengthen related employee norms to facilitate the sharing of goods and services among coworkers, which helps build community at work. Managers should also ensure that the chosen organizational-sponsored sharing platforms are easy to use so that employees perceive this technology as useful and feel confident using it. The implementation of these strategies should enable organizations to successfully extend the sharing economy to the workplace. Future research could also leverage our contextualized construct definitions to develop survey measures for quantitatively testing and refining our framework.

Keywords

• employee attitude–behavior gap
• sharing economy
• sustainable consumption
• digital platforms
• technology adoption