Knowledge Sharing Capability and Organizational Performance: A Theoretical Perspective

Knowledge sharing aspect can be described by which organizational employees exchange, collaboratively generate their knowledge, and integrate it into organizational knowledge. To date, studies on antecedents for knowledge sharing capability and knowledge sharing success are rare, and little research concerning the role of knowledge sharing capability in organizational performances has been conducted. This paper, therefore, focuses on three areas of knowledge sharing capability: dimensions of knowledge sharing capability, the antecedents of knowledge sharing in an organizational context, and their consequences that were built upon the review of previous empirical studies. According to the existing literature, integrated organizational structure, organizational climate, motivational work design, and organizational culture play roles on knowledge sharing. Three dimensions of knowledge sharing capability (i.e., knowledge sharing readiness, richness interchanging knowledge, and continuous knowledge integration) are accordingly developed for this study. In this study, knowledge sharing outcomes are analyzed by knowledge sharing success and organizational performances. This conceptual framework can be used to foster the effectiveness of knowledge sharing at the organizational level.