Abstract
Knowledge management (KM) enablers provide the leverage to impact the knowledge creation process. A knowledge sharing (KS) culture, considered a KM enabler, is cited as a significant contributor to the improvement and success of KM initiatives. However, comparisons of how KM capabilities and KS culture perform in similar contexts (same organization) but different goals (separate business units) are limited. Invariance testing is used as a method to assess the similarity between groups. Data collected from knowledge workers at two business units from a large microchip manufacturing company identifies KS cultural differences and yet provides evidence of similar functioning on the KM capability scales. The resulting analysis indicates that emphasizing and promoting KM capabilities and KS culture equally and simultaneously between different business units will result in dissimilar changes to the levels of each dimension
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