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Human Resource Management Review 20 (2010) 115–131
Contents lists available at ScienceDirect
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 &...