This document reviews research on knowledge sharing. It discusses how knowledge sharing allows organizations to leverage knowledge resources for competitive advantage. The review examines issues around integrating perspectives from different disciplines to understand factors influencing knowledge sharing, including organizational culture, attitudes, self-evaluations, and technologies that enable sharing. It identifies opportunities for future research on topics like motivations for sharing, group and interpersonal dynamics, and developing valid measurement approaches.

1. Knowledge Sharing: A Review &
Directions for Future Research
MHR1023: KNOWLEDGE MANAGEMENT

2. Sheng, Wang and Noe, Raymond A., (2009).
Knowledge Sharing: A Review and Directions for
Future Research. Human Resource Management
Review. 20 (2010). 115-131

3. INTRODUCTION
REVIEW
CONCLUSION ISSUES

4. Critical organizational resource
that provides a sustainable
competitive advantage in a
competitive and dynamic economy
Knowledge sharing between employees and
within and across teams allows organizations to
exploit and capitalize on knowledge-based
resources
(Cabrera & Cabrera, 2005; Damodaran &
Olphert, 2000; Davenport & Prusak, 1998)
INTRODUCTION

5. E-systems
and
member groups’
issues
Self-evaluations influence
knowledge sharing
Job and organizational attitudes influence on
knowledge sharing
Effect organizational culture on knowledge sharing
Integrate from several discipline influence knowledge sharing
ISSUES IN KNOWLEDGE SHARING

6. Prior reviews have focused on technological issues
involved in knowledge sharing or knowledge transfer
across units, organizations, or within inter-organization
networks.
Other researchers believe that all information is
considered knowledge but knowledge is more than just
information, knowledge includes information and know-
how
Difference Knowledge Transfer & Exchange
• Knowledge transfer involves both the sharing of knowledge by the
knowledge source and the acquisition and application of knowledge
by the recipient.
• knowledge exchange includes both knowledge sharing and
employees providing knowledge to others and knowledge seeking
or employees searching for knowledge from others.
ISSUES IN KNOWLEDGE SHARING: Integrate from several discipline influence knowledge sharing

7. Lin and lee (2006) found that executive' perceptions of the
relative advantage of knowledge sharing for the business,
compatibility to existing business process, and complexity to
encourage knowledge sharing served as mediators between
organizational climate and an organization's intention to
encourage knowledge sharing.
Several studies found no relationship between extrinsic
motivation and knowledge sharing intentions or attitudes toward
knowledge sharing
Emphasized the need to align incentives and knowledge
sharing. The results of these studies suggest that team
characteristics and processes influence knowledge sharing
among team members.
Knowledge sharing does; however, appear to be contingent on
individuals' confidence of sharing useful knowledge with others.
ISSUES IN KNOWLEDGE SHARING: Effect organizational culture on knowledge
sharing

8. Social exchange Influence of attitudes Create disincentive
• Occur among employees • Been investigated rather for knowledge
across teams extensively using the • Becomes a common
• Knowledge transfer from theory of reasoned action good and individuals lose
strong or weak tie • Understanding how to their distinctiveness
perspectives suggest enhance positive compared to others
potential research attitudes toward • Refrain from sharing
questions on knowledge knowledge sharing knowledge for fear of
sharing. losing power
• (Bordia, 2006)
Directly examined the
evaluation
apprehension–
knowledge sharing
relationship.
ISSUES IN KNOWLEDGE SHARING: Job and organizational attitudes influence on
knowledge

9. Core self-evaluations influence
knowledge sharing through influencing
perception of the usefulness of
knowledge sharing and reducing
evaluation apprehension.
Leadership characteristics may affect the
level of team knowledge sharing through
creating knowledge sharing norms
(Quigley, 2007).
Leader–member exchanges may mediate
the justice–knowledge sharing
relationship.
ISSUES IN KNOWLEDGE SHARING: Self-evaluations influence knowledge sharing

10. • Using either willingness or intention to share knowledge
or self-reported knowledge sharing behaviors
• Combined knowledge sharing with utilizing knowledge
and or seeking knowledge
Measured
• Help increase the validity of knowledge sharing
measures
• Culture emphasizing trust and innovation is conducive
to knowledge sharing
• Management support for knowledge sharing may be
Examine demonstrated by emphasizing sharing “lessons
learned” instead of “mistakes made”.
ISSUES IN KNOWLEDGE SHARING: E-systems and member groups’ issues

11. 5 essential aspects:
Motivational
Organizational context
factor
Interpersonal Team Individual
characteristic characteristic characteristic
Lack of statistical
Gives overall view of analysis.
KSS concept at Method of statistical
individual level analysis might
contribute proper
study
CONCLUSION