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The purpose of this study is to apply the motivation–opportunity–ability (MOA) framework to investigate the relationships between ambiguity tolerance (AT), reflective thinking (RT) and performance in a complex task to predict knowledge-sharing intent.

In this study, 190 subjects performed a complex scheduling task in which they were randomly assigned to either participate in RT or not.

Results show that factors of the MOA framework positively predicted knowledge-sharing intent. In addition, RT significantly increased intention to share for individuals with low performance or with low AT.

More research is needed to determine relationships between complex task performance and knowledge sharing, and the role of learning strategies, particularly self-directed ones such as RT. Future studies may use a larger sample size for more complex analysis.

RT may be used to create a sustainable and low-cost method of increasing knowledge sharing in complex tasks, without which those with low AT or low performance may not have participated.

The study supports the importance of contextual influences and points to how organizations can use RT in addition to individual motivation and ability to encourage knowledge sharing.

Knowledge sharing is an important individual behavior that benefits teams and organizations. However, little is known about environments with both team and individual rewards. The purpose of this study is to investigate high-ability team members’ knowledge sharing in an environment with both team and individual rewards. The motivation, opportunity and ability framework was specifically applied to a work situation with face-to-face interaction and objective performance measures.

Survey data were gathered from college baseball players in varied regions of the USA.

Unexpectedly, individual ability was negatively related to individual knowledge sharing. However, as pro-sharing norms increased, all players reported higher knowledge sharing, especially the highest-ability players.

Limitations include that the sample is small and team members were not from the same teams, prohibiting aggregation to a higher level of analysis. The study is cross-sectional and self-reported, as well. The sample was homogeneous and young.

In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals.

In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Development of pro-sharing norms can be critical for encouraging these team members with the potential to have a strong impact on the lower-performing team members, as well as to inspire further knowledge sharing.

The baseball team member sample is unique because of the team and individual performance aspects that include objective ability measures.

The purpose of this paper is to apply the self‐efficacy model to compare knowledge‐sharing activities in the Open Source community versus those in a traditional organization.

Current literature on tacit knowledge sharing and information about the Open Source community is synthesized in the study with research concerning self‐efficacy formation. The knowledge‐sharing literature is applied in the paper to the self‐efficacy model.

Through a synthesis of different streams of literature, the paper concludes that the self‐efficacy model serves as a useful framework for better understanding the effects of context on tacit knowledge sharing. Furthermore, it is concluded that the Open Source community may provide an ideal set of subjects to whom the model can be applied.

Only propositions are offered, and the conclusions are suggestions for future research. The self‐efficacy model has been successfully applied to other areas of research in early stages (e.g. entrepreneurship) and provides a valid, tangible framework that allows many research possibilities.

The self‐efficacy model is practical and usable in a real‐world situation. A software manager (or other manager) can easily look at the inputs and outcomes of the model and see where he/she could positively affect tacit knowledge sharing.

This paper takes a highly valid and respected model and applies it to individual tacit knowledge sharing, a field in which little cross‐discipline work is done. This paper bridges a central organizational behavior/psychological theory with knowledge management research.

This study aims to identify the main knowledge processes associated with organizational knowledge culture. A diverse range of knowledge processes have been referred to in the extant literature, but little agreement exists on which knowledge processes are critical and should be supported by organizational culture.

Using a systematic literature review methodology, this study examined the primary literature – peer-reviewed and scholarly articles published in the top seven knowledge management and intellectual capital (KM/IC)-related journals.

The core knowledge processes have been identified – knowledge sharing, knowledge creation and knowledge implementation. The paper suggests that a strategy for implementing successful organizational KM initiatives requires precise understanding and effective management of the core knowledge infrastructures and processes. Although technology infrastructure is an important aspect of any KM initiative, the integration of knowledge into management decisions and practices relies on the extent to which the organizational culture supports or hinders knowledge processes.

The focus of the study was on the articles published in the top seven KM/IC journals; important contributions in relevant publications in other KM journals, conference papers, books and professional reports may have been excluded.

Practitioners will benefit from a better understanding of knowledge processes involved in KM initiatives and investments. From a managerial perspective, the study offers an overview of the state of organizational knowledge culture research and suggests that for KM initiatives to be successful, the organization requires an integrated culture that is concerned with knowledge processes as a set of inextricably inter-related processes.

For the first time, a comprehensive list of diverse terms used in describing knowledge processes has been identified. The findings remove the conceptual ambiguity resulting from the inconsistent use of different terms for the same knowledge process by identifying the three major and overarching knowledge processes. Moreover, this study points to the need to attend to the inextricably interrelated nature of these three knowledge processes. Finally, this is the first time that a study provides evidence that shows the KM studies appear to be biased towards Knowledge sharing.