With the continued advancement of technology, intangible assets have become a critical contributor to an organization's success. The knowledge that employees possess help organizations maintain their competitive edge in the ever-changing global market. To leverage their intellectual capital, organizations have implemented knowledge management and depend on knowledge sharing to maintain and grow their knowledge. This thesis provides a literature review of the role that knowledge sharing plays in knowledge management and how organizations encourage and facilitate knowledge sharing among their employees. It does this by examining knowledge sharing through three content areas of industrial-organizational psychology, namely, personnel psychology, organizational psychology, and methods and measurement. With the keywords knowledge sharing, knowledge transfer, and knowledge exchange, a careful search in PyscINFO, EBSCO, and ProQuest Dissertation and Theses, resulted in a number of journal articles, book chapters, dissertations, and conference papers, on knowledge sharing. The relevant ones were included in this review. Within the personnel psychology domain, an overview of employee selection, individual characteristics, formal training, and performance management are discussed. The role of culture, organizational support, and leadership are reviewed from the organizational psychology domain. Furthermore, the measurement issues that have been reported by previous researchers are summarized for the benefit of future knowledge sharing researchers and practitioners. The thesis concludes with a discussion of the intersection of three content domains, while proposing implications and recommendations for organizations and future research.
