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Knowledge sharing contributes to the success of an organization in various ways. This paper aims to summarize the findings from past research on knowledge-sharing outcomes in organizations and to suggest promising directions for future research.

There was a conduction of a systematic literature review that consisted of three main phases: defining a review protocol, conducting the review and reporting the review. The thematic analysis was conducted on 61 studies, based on which a framework for understanding the impacts of knowledge sharing was developed.

Previous research has investigated knowledge-sharing outcomes at three levels: the individual, team and organization; specific impacts are summarized for each level. The most commonly studied factors affected by knowledge sharing are creativity, learning and performance. Knowledge sharing is also found to have some beyond-convention work-related impacts, such as those on team climate and employees’ life satisfaction. Research on the outcomes of knowledge sharing is dominated by quantitative studies, as we found only one qualitative study in this review. Based on the discussion of the results, promising avenues for further research were identified and a research agenda was proposed. More research on differential, psychological and negative impacts, as well as interactional and methodological aspects of knowledge-sharing, is suggested.

To date, no systematic review has been conducted on the impacts of knowledge-sharing. This paper makes an important contribution to knowledge-sharing research, as it consolidates previous research and identifies a number of useful research topics that can be explored to advance the field, as well as to establish the evidence-based importance of knowledge sharing.

The purposes of the study are to examine the relationships between team emergent states (TES) (i.e. compelling direction, team identity and psychological safety) and team effectiveness outcomes (i.e. team performance, team satisfaction and growth experience), and investigate the mediating role of knowledge sharing and the moderating role of inclusive leadership in those relationships.

This study employed hierarchical multiple regression analysis and bootstrap analyses to test the hypotheses by using data from 73 teams in eight South Korean firms.

Psychological safety was found to be a significant TES for team effectiveness outcomes. Knowledge sharing mediated the relationship between TES and team effectiveness. Lastly, inclusive leadership positively moderated (1) team identity-knowledge sharing; (2) psychological safety-knowledge sharing; and (3) team identity-team performance relationships.

The authors’ findings suggest that managers cultivate a psychologically safe team climate and show inclusiveness to build successful teams. This study also emphasizes the importance of knowledge sharing to turn positive TES into team effectiveness.

From a comprehensive perspective, the findings show the detailed mechanism in which TES relate to team effectiveness mediated by knowledge sharing. In particular, the authors' endeavor further determines the different roles of inclusive leadership, as a boundary condition, in the mechanism.

Many studies have integrated the mechanism of Creative Commons (CC) or similar mechanisms into web 2.0 platforms for supporting learning. The CC mechanism may create new types of knowledge sharing environments. The purpose of this paper is to explore students’ trust, knowledge sharing self-efficacy, and outcome expectations in the context of a knowledge sharing platform using the CC mechanism.

The participants were 86 sixth-grade Taiwanese students. Within the context of online drawing and storytelling activities, a quantitatively self-reported instrument was adopted to assess the sharing experience with the CC mechanism.

The results found complex interrelationships among trust, sharing self-efficacy, and outcome expectations identified in the literature. The results further reveal that students who showed high community-related outcome expectations would adopt the non-CC approach (read-only, i.e. the shared works can not be used and modified) as they possessed lower identification-based trust. In contrast, those who adopted CC approach (i.e. the shared works are able to be used and modified) placed higher level of economy-based trust and showed a lower level of community-related outcome expectations. The results reflect that students who have low performance expectancy and sharing self-efficacy are more willing to share their work using the CC approach.

The results of this paper show that in such a mechanism there exists close interplay between trust, sharing self-efficacy, and outcome expectations. It is therefore, suggested that researchers and educators should note the influence of the sharing mechanism on the sharing activity when knowledge sharing is involved in pedagogical design. The implications derived from the findings for educational practice were also discussed.

This study purports to examine the effects of a joint reward system (JRS) under a new product development (NPD) setting by identifying four neglected aspects of JRS that contains a procedural view (participation of reward decision and reward contingent on NPD phases) and a monetary view (risk‐free to participate and over‐reward incentive) in a conceptual model, and then to empirically test their effects on knowledge sharing and NPD performance.

Using regression analysis, the proposed model was tested on 233 valid respondents (112 in R&D, 50 in marketing, and 71 in manufacturing), including 92 from electronics firms, 87 from semiconductor firms, 29 from biotechnology firms, and 25 from pharmaceutical firms in Taiwan.

The results indicated that risk‐free to NPD project members is the most salient aspect of JRS on knowledge sharing and NPD performance. Joint determination of reward allocation was found to be a favorable JRS for only marketing and NPD performance. Rewards contingent on NPD phases have shown conflicting results between R&D and marketing. No relationship was found for over‐reward incentive on knowledge sharing and NPD performance. Despite the mixed effects of JRS, knowledge sharing is a strong predictor of NPD performance.

This study extends understanding of the complexities of rewards on knowledge sharing and NPD success by decomposing and testing four unique aspects of JRS, which sheds a new light on NPD researches.

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.

Literature addressing psychosocial factors’ relation with knowledge sharing in healthcare organizations is still scarce, being of extreme shortage in specific environments, such as healthcare research centers. This paper investigates the impact of psychosocial factors as antecedents of knowledge sharing between healthcare research peers in such environments.

By expanding on the theory of reasoned action (TRA), the authors follow a mixed-methods design to study the relation between perceptions of psychosocial factors and knowledge sharing in healthcare researchers. A quantitative approach uses a structural equation modeling (SEM) to test the links in an original model. A fuzzy-set qualitative comparative analysis (fsQCA) identifies alternative configurations that lead knowledge sharing intention and its absence as well as the knowledge sharing behavior and its absence considering additional sample characteristics.

Findings show evidence of the proposed psychosocial antecedents' effect on knowledge sharing. Additional configurations of causal conditions that lead to the presence or absence of the intention and knowledge sharing behavior are discussed, with emphasis on both psychosocial antecedent configuration and sample characteristics.

This study identifies the influence of both psychosocial and team characteristic aspects leading to knowledge sharing behavior between healthcare researchers. The importance of a rich social network lying on trust is vital for a sharing environment inside research environments. Given the complex nature of behavioral intentionality, additional findings allow an articulation between individual characteristics, substantiating the proposition of complex configurations between antecedents that hints for team configuration strategies and managerial practices in healthcare research teams.

This study aims to take a public goods approach to understand relationships between collecting and contributing knowledge to an online knowledge sharing portal (KSP), mental model processing and outcomes at the individual and collective levels.

This study reports on a survey (N = 602) among tax professionals, examining the perceived individual and collective benefits and costs associated with collecting and contributing knowledge. Hypotheses were tested using structural equation modeling.

Collecting and contributing knowledge led to considerable mental model processing of the knowledge. That in turn significantly influenced (primarily) individual and (some) collective costs and benefits. Results varied by the kinds of knowledge sharing. Whether directly from knowledge sharing, or mediated through mental modeling, the perceived costs and benefits may be internalized as an individual good rather than being interpreted at the collective level as a public good.

The study is situated in the early stages of a wiki-type online KSP. A focus on the learning potential of the system could serve to draw in new users and contributors, heightening perceptions of the public goods dimension of a KSP.

A focus on the learning potential of the system could serve to draw in new users, and thus the number of subsequent contributors, heightening perceptions of the collective, public goods dimension of a KSP.

This study explores how knowledge sharing and mental model processing are directly and indirectly associated with individual and collective costs and benefits. As online knowledge sharing is both an individual and public good, costs and benefits must be considered from both perspectives.

Hospitality managers face constant challenges in promoting hotel service principles such as innovation and flexibility to their new employees, as such knowledge is usually tacit in nature and hard to formalize. This study aims to suggest that this problem can be addressed by using a knowledge sharing group intervention. Specifically, the authors propose that knowledge sharing groups can enhance a newcomer’s job clarity and positive work attitude by encouraging a stronger sense of perceived importance of and affection toward the hotel service principles.

The authors designed a three-month knowledge sharing program in a five-star hotel chain in Hong Kong. Newcomers were randomly assigned into an experimental group (knowledge sharing group) (N = 235) and a control group (N = 233). The authors tested all the hypotheses via path analyses using Mplus 8.0.

The results revealed that employees of the experimental group showed a stronger sense of importance of and affection toward the service principles, which in turn resulted in higher levels of job clarity, satisfaction and commitment and lower levels of turnover intention.

This research provides hotel managers with practical knowledge regarding sharing programs as key socialization intervention mechanisms. By triggering the employees’ deeper understanding of hotel policy, this program can help hotels fortify high-quality service and develop realistic and useful materials for their future training activities.

Although hospitality scholars have consistently acknowledged the positive influence of knowledge sharing, field experimental research on the outcomes of knowledge management for the newcomer socialization process has been scanty. This study seeks to fill this gap by designing and testing a practical knowledge sharing intervention program in the hotel industry.

The purpose of this paper is to show how continual enhancement of knowledge management systems (KMSs) enhances knowledge sharing intention.

This study integrates information system (IS) success with social cognitive theory (SCT) to explain knowledge sharing intention. Based on a survey of 276 KMS users in Taiwan’s information technology industry, the structural equation model has been applied to examine the influence process from a user satisfactory context to personal cognitive beliefs, and thus knowledge sharing intention.

The results indicate that the user satisfactory context stimulated by continual KMS enhancement increases knowledge sharing intention through the mediation of personal cognition of self-efficacy and outcome expectancy.

The results have empirical implications for learning how to motivate developers’ patience and passion for follow-up improvements to meet user expectations empathically, which has been emphasized for service provision.

The originality of this research is its explanation of system adoption behavior, which combines the core of IS success with SCT, links user satisfaction to intention to use, and concerns behavior within a specific context.

This paper aims to examine a research model that links knowledge sharing enablers, processes and outcome dimensions in law enforcement in the United Arab Emirates (UAE). It attempts to examine the impact of knowledge self-efficacy and top management support on knowledge donating and collecting. It also attempts to examine the effect of these two aspects of knowledge sharing on firm innovation capability.

This study used a quantitative approach, with data collected by questionnaire from 685 police officers in a law enforcement agency in the UAE.

Knowledge self-efficacy and top management support have a positive impact on knowledge donating and collecting. Only knowledge collecting, however, had a positive effect on firm innovation capability.

The study has significant academic and practical implications. It supports a previous research model that links enablers, processes and outcomes of knowledge sharing, and confirms them in the context of law enforcement in the UAE. It could also help law enforcement agencies to promote a knowledge sharing culture to support innovation in the UAE.

The research model is likely to be particularly valuable in knowledge-intensive organizations such as the law enforcement sector. Knowledge sharing is often overlooked by organizations in the UAE because there has to date been little research in this field.