Abstract
Recently, knowledge management (KM) has drawn immense attention from researchers and practitioners in many industries and has become increasingly important in business management practice. From the resource-based view, the integration of individuals' specialized organizational capability through KM has been considered crucial to the creation and sustainability of competitive advantages. However, most KM literature tends to focus on the ‘technology side’ of KM such as issues in information and communication technology (ICT) platforms or systems. As we have observed, many KM attempts died with their costly, advanced, high-tech ICT systems. It is becoming clear that KM cannot be successful without appropriate strategies for encouraging the sharing of valuable knowledge, because people in organizations may not be motivated to share knowledge and may even prefer not to share their knowledge in order to preserve their intellectual or proprietary values in organizations. This paper aims to study the behavioural ...
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