Document Type

Conference Paper


Available under a Creative Commons Attribution Non-Commercial Share Alike 4.0 International Licence

Publication Details

Irish Academy of Management (IAM) - Doctoral Colloquium



In a global economy, knowledge may be a company’s greatest competitive advantage (Davenport & Prusak 2000). As such, competition for this resource has driven an increased demand for “a conscious strategy [by organisations] of getting the right knowledge to the right people at the right time and helping people share and put information into action in ways that strive to improve organisational performance” (O’Dell et al. 1998). Thus, it is the aim of this paper to provide an investigative look at the factors influencing the willingness of employees to knowledge share (KS) within an organisational context. Separated into two categories; Organisational Factors and Socio-behavioural Forces, this paper demonstrates critical factors which influence the willingness to KS. The factors include, but are not limited to, culture, leadership, reward, information and communication technology, perception, working communities, reciprocity and the psychological contract (Suppiah & Sandhu 2011; Lin & Lee 2004; Jahani et al. 2011; Huysman & Wulf 2006; Schauer et al. 2015; Cabrera & Cabrera 2005; Lin & Lo 2015; Sharkie 2005). Explicating that it is critical for organisations to develop programs which can manage and develop the willingness to knowledge share (KS) beyond the point of the employee work-cycle.