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Several studies have explored the relationships among the multiple dimensions of knowledge governance mechanisms (KGMs) and knowledge sharing. However, knowledge governance issues and knowledge transfer processes remain under-researched. The empirical results of the relationships among KGMs, motivations to share knowledge and knowledge sharing behavior remain inconsistent. This paper aims at re-examining the mediating effects of knowledge sharing motivations and knowledge sharing opportunities on the relationship between KGMs and knowledge sharing behavior of repatriates at multinational corporations.

Survey data were collected from 140 repatriates from 66 multinational companies that operated in five different geographic locations. Structural equation modelling was used to assess the research model.

The empirical results indicate the mediating roles of knowledge sharing motivation and opportunity in the relationship between KGMs and the knowledge sharing behavior of repatriates. Two sets of KGMs – formal and informal mechanisms – have significant influence on knowledge sharing motivation and opportunity.

This investigation focuses on the functions of KGMs that facilitate the knowledge sharing behavior of repatriates. The contextual effects of task-level, firm-level, and external environmental characteristics on knowledge sharing may need further studies to substantiate.

This study argues that even when employees are encouraged and rewarded by extrinsic and intrinsic motivations to share knowledge, effective knowledge sharing would not necessarily be guaranteed. This paper offers a conceptual framework where knowledge sharing motivations and opportunities simultaneously play the mediating roles in a successful knowledge sharing. The framework associates KGMs with knowledge sharing behavior and echoes the growing acknowledgement of the need for additional research on micro-foundations of knowledge sharing to complement the macro research.

This paper aims to draw upon social cognitive theory to develop a conceptual framework of four types of factors: individual, social, organisational and cultural that influence an individual’s knowledge sharing behaviour.

Data from 298 employees in Myanmar’s banking industry were analysed using the structural equation modelling (SEM) approach.

The results reveal that an individual’s absorptive capacity, trust and social interaction significantly impact knowledge-sharing behaviour. Additionally, the study found the moderating influence of knowledge sharing opportunity and collectivism in examining the impact of absorptive capacity, trust and social interaction on knowledge sharing behaviour.

Future research may consider other dimensions of cultural dimensions, and extending the model by adding outcomes of knowledge sharing behaviour such as innovation or productivity could also be considered.

Organisations need to consider absorptive capacity in the recruitment process, increase trust and social interaction among employees, promote knowledge-sharing opportunities and collectivism to promote knowledge-sharing behaviour.

The study’s distinctive contribution is the Myanmar bank sector's under-researched context for investigating the reverse relationship between absorptive capacity and knowledge sharing behaviour. The moderating effects of knowledge sharing opportunity and collectivism ignored mainly in the knowledge sharing literature were investigated in this study.

The purpose of this study is to analyze the effects of inpatriates’ abilities, motivation and opportunities on knowledge sharing and the moderating role of boundary spanning in this context.

By integrating the ability–motivation–opportunity framework with the concept of boundary spanning four hypotheses are developed, which are tested against the data of 187 inpatriates working in Germany.

The study reveals that inpatriates’ motivation and certain opportunities are positively related to knowledge sharing, whereas inpatriates’ abilities do not show a positive effect. Moreover, it is shown that inpatriate boundary spanning has a moderating effect on this relationship.

Based on the results, the study enhances the current literature by introducing the concept of reputation asymmetry. Moreover, requirements of how inpatriates’ assignments should be designed and implications for further research are outlined.

The authors seek to explore the interplay between perceived training opportunities (PTOs) and knowledge sharing in the context of the emerging economic setting of the United Arab Emirates. The authors also examined the moderating role of intrinsic and extrinsic motivation and engagement in social interaction on the relationship between PTOs and knowledge sharing.

The study employed a survey method to collect the data and tested the proposed hypotheses by using the partial structural equation modelling (PLS-SEM) technique. Data is based on 815 responses across all sectors in the country context of the UAE.

The study findings indicate that PTOs are positively related to knowledge sharing. Notably, the results show that the proposed relationship between PTOs and knowledge sharing is negatively and significantly moderated by intrinsic motivation. Moreover, the moderating roles of extrinsic motivation and engagement in social interaction were insignificant.

At a theoretical level, this article provides an individual-level analysis, which indicates that PTOs pave the way for intraorganizational knowledge sharing; hence, they offer insights into the mechanisms in which PTOs impact on knowledge sharing. This article also contributes to our general understanding on human resource management (HRM) practices and knowledge sharing in the context of the emerging economy of the UAE; the latter has a number of implications for both theory and practice as delineated in this study.

This study aims to investigate the extent of influence of learning factors on tacit knowledge sharing among the public sector accountants.

A model comprising six learning factors and their conjectured relationships with tacit knowledge sharing was derived from literature review. A self-administered questionnaire was developed and used to collect data from 203 accountants employed by the Accountant-General's Department (AGD) in Malaysia. Factor analysis was employed to confirm the model's validity, after which the hypotheses formulated were tested using multiple regression analysis.

Learning factors such as training and learning opportunities have strong impact on tacit knowledge sharing, while feedback on performance evaluation, and information and communications technology (ICT) know-how and skills have moderate impact. Job rotation does not show any significant impact on tacit knowledge sharing.

This paper contributes to the development of a replicable model for assessing the extent of influence of learning factors on tacit knowledge sharing, particularly in a public sector organization which has an agenda to adopt KM. However, generalizability could be an issue since this research was conducted on one public organization only. Further, the analysis was based solely on accountants' views.

As a knowledge node of public sector accounting knowledge and practice, the results suggest that the AGD should focus on the significant learning factors in order to leverage its accountants' tacit knowledge. This could facilitate the initial efforts of the AGD's KM implementation in terms of maintaining and growing its knowledge assets for better organizational performance.

This study filled the gap in mainstream literature by providing information on KM implementation in a public sector accounting organization.

As the dynamic competition in the global marketplace becomes increasingly severe, multinational firms have no choice but to improve their competitive advantages and enhance productivity through innovation, learning and leadership. One essential issue is the capability of expatriates to support knowledge sharing and transfer from organizations headquarter to their subsidiaries through expatriates; however, there are few studies on this issue. This study attempts to identify the antecedents, consequences and moderators of knowledge sharing.

Using a questionnaire survey approach, data were obtained from 234 expatriates working for Taiwanese multinational enterprises. The hypotheses were tested by SmartPLS 3.0.

The empirical results indicate that opportunity and ability have a significant impact on expatriates' knowledge sharing. Trust, commitment and social capital also have significant influences on expatriates' collecting and donating of knowledge. The level of tacitness, specificity and complexity of knowledge have a negatively impact on knowledge sharing. Knowledge collecting can positively promote the outcome of knowledge sharing, including learning and growth, internal process, customer satisfaction, and financial performance. Furthermore, organizational support and the richness of transmission channels served as two of the moderators that can amplify the influences of the antecedents on knowledge sharing and the influences of knowledge sharing on outcomes.

The results of this study can provide valuable references for academicians and professionals when deciding how to facilitate knowledge transfer from the company headquarters to subsidiaries through expatriates.

Facilitating knowledge sharing within organisations is a difficult task: the willingness of individuals to share and integrate their knowledge is one of the central barriers. This paper aims to develop a motivation‐based perspective to explore how organisations resolve the social dilemma of knowledge sharing.

The analysis builds on a three‐category taxonomy of motivation, adding “hedonic” motivation to the traditional dichotomy of “extrinsic” and “intrinsic” motivation. It uses case studies gleaned from the literature to explore the interactive effects between the different motivators in two different types of knowledge‐intensive organisations: professional bureaucracy and operating adhocracy.

Within a professional bureaucracy, the social dilemma of knowledge sharing may be overcome through normative motivation, with provision of hedonic motivation through extrinsic incentives such as training and career progression. In an operating adhocracy where interdependent teamwork is vital, it may be overcome through normative alignment reinforced by intensive socialisation. Extrinsic motivators that align with hedonic motivation may also reinforce the propensity for knowledge sharing. In both organisational types, financial extrinsic incentives do not appear to be relevant on their own, and may “crowd out” other motivators.

The cases reported were chosen from the existing literature and, although many were not designed specifically to address motivational issues, suggestive conclusions are drawn. Most of the cases were drawn from organisations rooted in the Anglo‐American context and thus care would be needed in generalising the findings to organisations in other contexts.

The paper represents the first attempt to apply a three‐category taxonomy of motivation to examine knowledge‐sharing behaviour in organisations. It highlights the interaction between the different motivators and provides a basis to integrate further the work of social psychologists and socio‐economists on incentives and motivation in the context of knowledge sharing.

This paper aims to develop a model for selecting project team members. In this model, while knowledge sharing among individuals is maximized, the project costs and the workload balance among employees are also optimized.

The problem of project team formation is formulated as a fuzzy multi-objective 0-1 integer programming model. Afterward, to deal with uncertainty in the decision-making on the candidates’ abilities and the project requirements, the fuzzy multi-objective chance-constrained programming approach is adopted. Finally, by combining the non-dominated sorting genetic algorithm II and the fuzzy simulation algorithms, a method is proposed to solve the problem.

The computational results of the proposed model in a case study of project team formation in a large Iranian company from the shipbuilding industry evidently demonstrated its effectiveness in providing Pareto-optimal solutions for the team composition.

Seemingly for the first time, this paper develops a model to optimize knowledge sharing and improve the project efficiency through the selection of appropriate project team members.

The purpose of this paper is to develop a model that takes into account both personal and contextual factors in explaining individuals' motivation to share their knowledge.

Drawing from research on achievement motivation and social exchange, it is posited that goal orientations provide a framework for individuals' knowledge sharing by shaping how they cognitively value the costs and benefits associated with sharing their knowledge. It is argued each of the goal orientations is associated with preferences for sharing specific types of knowledge and is that a focus on different aspects of the knowledge provider‐recipient relationship.

The model provides a possible explanation for some of the inconsistencies in existing knowledge‐sharing research on the factors that motivate knowledge sharing as well as expanding understanding of the conditions that facilitate knowledge sharing.

For organizations to encourage the desired knowledge sharing, they may need to maintain human resource management (HRM) practices that recognize the different motivations associated with each of the goal orientations.

The model developed integrates research on goal orientations and knowledge transfer to expand understanding of how individuals cognitively value the costs and benefits of sharing their knowledge.

The objective of this paper is to discuss the development of a knowledge sharing questionnaire and the role of knowledge sharing in predicting turnover intentions of registered professional nurses.

A literature study was conducted to determine the concepts and activities linked to knowledge sharing in order to compile a questionnaire. The questionnaire was factor analysed in order to determine the factor structure of the instrument. Thereafter, the construct of knowledge sharing was introduced together with organisational culture and various proposed mediating variables, namely organisational commitment, organisational citizenship behaviour and job satisfaction, as well as various demographic variables to develop a predictive model of turnover intentions through applying general linear modelling. A cross‐sectional field survey design was used with a sample of 530 registered professional nurses in South Africa.

A knowledge‐sharing questionnaire was developed that yielded a high reliability coefficient. A significant negative relationship was found between knowledge sharing behaviour and turnover intentions. Furthermore, knowledge sharing interacted with organisational culture in a final model where all the selected mediating and demographic variables were simultaneously entered into the equation to predict turnover intentions.

More attention should be given to improve the content validity of the knowledge‐sharing questionnaire. The development of more knowledge sharing measures in different industries is also important.

Employers should know that retention strategies of professional nurses can be built around opportunities to share knowledge if they manage the organisational culture in such a way that people are willing to share what they know. This emphasises the importance of the human being in effective knowledge management.

The development of the knowledge‐sharing questionnaire contributes to fill a gap of existing measures. It also focuses on the importance of tacit knowledge and that knowledge resides in the human minds of people. The value of a thorough literature overview in compiling questionnaires and applying general linear modelling in compiling predictive models are highly recommended.