Knowledge sharing in knowledge-intensive manufacturing firms. An empirical study of its enablers

Vincenzo Cavaliere, Sara Lombardi, Luca Giustiniano

Research output: Contribution to journalArticlepeer-review

90 Citations (Scopus)


Purpose – This paper aims to investigate, following previous studies on knowledge-sharing (KS) processes that consist of knowledge donating (KD) and knowledge collecting (KC), the relationship between KS processes and KS enablers to understand the effect of organizational, individual and technological factors. Design/methodology/approach – The study is based on a Web survey. Data were collected from a sample of 759 knowledge workers selected from 23 knowledge-intensive manufacturing companies exposed to international markets and located in Tuscany (Italy). The analysis is based on multivariate regression models considering KD and KC as dependent variables. Findings – The results show that individual, organizational and technological factors matter to KS. Specifically, the paper reports that individual-level enablers and supportive leadership have a positive effect on both sub-processes of knowledge sharing. Further, the organic management system has a strong and positive impact on KD, while the efficacy of information and communication technology solutions is positively related to KC. Research limitations/implications – Although based on a geographically bounded perimeter, the analysis allows some generalizations. In fact, the paper proposes a set of enablers that empirically link micro- and macro-organizational mechanisms to KS. Practical implications – The evidence described can help improve the organizational management of KS and, consequently, support managers dealing with organizational design aimed at successful KS. Originality/value – The paper presents original results by combining individual, organizational and technological variables in the explanation of KS. It could be a basis for further studies.

Original languageEnglish
Pages (from-to)1124-1145
Number of pages22
JournalJournal Of Knowledge Management
Issue number6
Publication statusPublished - 12 Oct 2015


  • Individual enablers
  • Knowledge sharing
  • Organic management systems
  • Organizational structure
  • Self-efficacy
  • Supportive leadership


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