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Consequently, business and policy dimensions like future-orientation, knowledge sharing, customer orientation, communication and negotiation skills will become more and more important, and new research knowledge of such issues is needed.
In this paper, we introduce employees' goal orientations (i.e. learning orientation or performance orientation) to the individual antecedents of knowledge sharing behavior.
Everyone wants better knowledge sharing.
We derive a non-exhaustive typology of MNC knowledge-sharing practices: self-organizing knowledge sharing, technocratic knowledge sharing, and best practice knowledge sharing.
Knowledge sharing integrates knowledge transfer, translation and transformation.
270 knowledge workers of knowledge-based organisations were surveyed about their perceptions of knowledge sharing capability, and knowledge sharing success.
Knowledge sharing success, to a great extent, lies in the employees' capability to share knowledge.
Their knowledge sharing behaviors have significant influence over individual knowledge sharing within the subsidiary.
The results show that knowledge sharing is a coordination game with multiple equilibria, reflecting the fragility of knowledge sharing between innovators with conflicting interests.
Trust is an important facilitator of knowledge sharing.
However, altruism showed no main effects on knowledge sharing.
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