Knowledge Sharing: a Review and Directions for Future Research

Human Resource Management Review 20 (2010) 115–131

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Human Resource Management Review

j o u r n a l h o m e p a g e : w w w. e l s ev i e r. c o m / l o c a t e / h u m r e s

Knowledge sharing: A review and directions for future research

Sheng Wang a,⁎, Raymond A. Noe b,1

a

b

Department of Management, University of Nevada, Las Vegas, 4505 Maryland Parkway, Las Vegas, NV 89154, United States

Department of Management & Human Resources, Fisher College of Business, The Ohio State University, United States

a r t i c l e

i n f o

Keywords:

Knowledge sharing

Knowledge exchange

Knowledge management

a b s t r a c t

The success of knowledge management initiatives depends on knowledge sharing. This paper

reviews qualitative and quantitative studies of individual-level knowledge sharing. Based on the

literature review we developed a framework for understanding knowledge sharing research. The

framework identifies five areas of emphasis of knowledge sharing research: organizational

context, interpersonal and team characteristics, cultural characteristics, individual characteristics,

and motivational factors. For each emphasis area the paper discusses the theoretical frameworks

used and summarizes the empirical research results. The paper concludes with a discussion of

emerging issues, new research directions, and practical implications of knowledge sharing

research.

© 2009 Elsevier Inc. All rights reserved.

Knowledge is a critical organizational resource that provides a sustainable competitive advantage in a competitive and

dynamic economy (e.g., Davenport & Prusak, 1998; Foss & Pedersen, 2002; Grant, 1996; Spender & Grant, 1996). To gain a

competitive advantage it is necessary but insufficient for organizations to rely on staffing and training systems that focus on

selecting employees who have specific knowledge, skills, abilities, or competencies or helping employees acquire them (e.g.,

Brown &...