Showing papers on "Knowledge sharing published in 2008"

Knowledge sharing and yahoo answers: everyone knows something

Abstract: Yahoo Answers (YA) is a large and diverse question-answer forum, acting not only as a medium for sharing technical knowledge, but as a place where one can seek advice, gather opinions, and satisfy one's curiosity about a countless number of things. In this paper, we seek to understand YA's knowledge sharing and activity. We analyze the forum categories and cluster them according to content characteristics and patterns of interaction among the users. While interactions in some categories resemble expertise sharing forums, others incorporate discussion, everyday advice, and support. With such a diversity of categories in which one can participate, we find that some users focus narrowly on specific topics, while others participate across categories. This not only allows us to map related categories, but to characterize the entropy of the users' interests. We find that lower entropy correlates with receiving higher answer ratings, but only for categories where factual expertise is primarily sought after. We combine both user attributes and answer characteristics to predict, within a given category, whether a particular answer will be chosen as the best answer by the asker.

Trust in management and knowledge sharing: The mediating effects of fear and knowledge documentation

Abstract: Knowledge sharing within and between teams is of vital importance for organizations. The influence of interpersonal trust in general and trust in management in particular on knowledge sharing is evident. However, it is not clear how the relationship between interpersonal trust and knowledge sharing works. This study provides a better understanding of that relationship by demonstrating that fear of losing one's unique value and knowledge documentation have a mediating effect on the relationship between trust in management and knowledge sharing. Specifically, trust in management increases knowledge sharing through reducing fear of losing one's unique value and improving willingness to document knowledge. These findings have important implications at both a managerial and theoretical level. For managers, this paper emphasizes the individual's central role in the knowledge sharing process in terms of knowledge documentation and fear of losing one's unique value. On the theoretical level, this study provides empirical evidence for two mechanisms that help explain the effect of trust in management on knowledge sharing. In future research, this study could be extended to include other psychosocial phenomena that enable knowledge sharing in organizations.

Exploring the effects of trust, task interdependence and virtualness on knowledge sharing in teams

Abstract: The sharing of knowledge within teams is critical to team functioning. However, working with team members who are in different locations (i.e. in virtual teams) may introduce communication challenges and reduce opportunities for rich interactions, potentially affecting knowledge sharing and its outcomes. Therefore, using questionnaire-based data, this study examined the potential effects of dif- ferent aspects of virtuality on a knowledge-sharing model. Social exchange theory was used to develop a model relating trust to knowledge sharing and knowledge sharing to team effectiveness. The moderating effects of virtuality and task inter- dependence on these relationships were examined. A strong positive relationship was found between trust and knowledge sharing for all types of teams (local, hybrid and distributed), but the relationship was stronger when task interdepen- dence was low, supporting the position that trust is more critical in weak structural situations. Knowledge sharing was positively associated with team effectiveness outcomes; however, this relationship was moderated by team imbalance and hybrid structures, such that the relationship between sharing and effectiveness was weaker. Organizations should therefore avoid creating unbalanced or hybrid virtual teams.

Trust and knowledge sharing in green supply chains

Abstract: Purpose – The paper aims to examine how trust interacts with factors affecting interorganizational knowledge sharing in green supply chains, where cooperation and competition coexist.Design/methodology/approach – A new research model is developed which comprises nine constructs and 13 research hypotheses, with trust as a mediating construct. The nine constructs are measured by well‐supported measures in the literature. The hypotheses are tested on data collected from 288 major green manufacturing firms in Taiwan, using structural equation modeling.Findings – The paper finds that trust is the pivot of the factors influencing interorganizational knowledge sharing. The more a factor contributes to trust positively (such as participation and communication) or negatively (such as opportunistic behavior), the more the factor contributes to knowledge sharing correspondingly. The factors with no significant influence on trust (such as shared values and learning capacity) have no or less influence on knowledge sha...

Knowledge Sharing Ambidexterity in Long-Term Interorganizational Relationships

Abstract: Although past research has investigated the impact of exploration and exploitation on firm performance, there is limited research on these effects in interorganizational relationships. We examine whether the boundary condition for ambidextrous learning can be extended from firms to long-term interorganizational relationships. Specifically, we focus on a particular aspect of learning---namely, explorative and exploitative knowledge sharing---and examine its impact on the performance of long-term relationships. We also theorize how ambidextrous management of the relationship and ontological commitment to span the syntactic, semantic, and pragmatic knowledge boundaries between partners enable knowledge sharing. Our theoretical predictions are tested using data collected from both account managers at customer firms responsible for the relationship with a leading supply chain vendor and account managers at the vendor firm responsible for relationships with customers. The findings suggest that both exploratory and exploitative knowledge sharing lead to relationship performance gains, that such sharing is enabled by the ambidextrous management of the relationship, and that such sharing is facilitated by ontological commitment. Interesting differences in the enablers and consequences of both forms of knowledge sharing are detected between customers and the vendor.

Learning and Knowledge Sharing in Virtual Communities of Practice: Motivators, Barriers, and Enablers

Abstract: The problem and the solution . Virtual (online) communities of practice (VCoPs; when community members share and cocreate knowledge in online discussions and other forms of knowledge exchange) are ...

Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success

Abstract: ion of experience associated with a specific activity or task. We conceptualize codification in the alliance learning process in a similar manner. Codification involves creating and using knowledge objects or resources such as alliance guidelines, checklists, or manuals to assist action or decision making in future alliance situations. We also see it as being distinct from the aspect of articulation described earlier. Articulation primarily emphasizes externalizing the content residing within individuals. Codification, on the other hand, focuses on providing the content (know-what), the methodology (knowhow ), and even the rationale (know-why) for executing and managing various alliance-related tasks. Its ‘people-to-documents’ approach emphasizes ‘reuse economics,’ by which a firm reuses the alliance management knowledge that exists within the firm itself, or that resides with firms or people outside the firm (Hansen et al., 1999), to manage future alliances. Although the principal benefits of codification arise from the use of the codified alliance management manuals or tools, it also potentially provides more subtle benefits to managers in a firm. By involving themselves in the effort to codify alliance management knowledge, managers emerge with a crisper understanding of what works, or what does not work and why, in the context of managing certain tasks in alliances. Hence codification not only helps firms replicate and transfer alliance best practices, but also identify or select what those best practices are. In our fieldwork, we observed firms adopt several practices of codifying alliance management know-how. One company has created ‘35 rules of thumb’ for managing alliances. Another company has developed an in-house ‘power of partnerships’ program that provides its managers with detailed guidelines and frameworks for managing alliances. HewlettPackard has developed ‘40 decision-making templates’ to help managers understand and manage key activities at every stage of the life cycle of any alliances (Harbison and Pekar, 1998; Dyer et al., 2001). Eli Lilly, which is considered a ‘premier partner’ in the pharmaceutical industry, also has developed several such codified tools and templates to improve its managers’ partnering skills (Draulans et al., 2003). Overall, such codification is expected to enhance a firm’s decision making and actions in its alliances, and consequently lead to greater alliance success over time. Sharing of alliance know-how According to the knowledge-based view of the firm, the development of organizational skills to manage any particular task also rests upon a firm’s ability to share knowledge associated with managing or executing that task with all relevant parts within the organization (Grant, 1996). This is not only true for knowledge that is articulated and codified, but also for ‘tacit’ knowledge that is less amenable to easy articulation or codification (Winter, 1987). Knowledge sharing plays an important role in this regard. In the context of the alliance learning process, knowledge sharing involves exchanging and disseminating individually and organizationally held alliance management knowledge, which is both tacit and/or codified, through interpersonal interaction within the organization. ‘Communities of personal interaction’ are a central element of such knowledge sharing within firms (Seely Brown and Duguid, 1991; March, Sproull, and Tamuz, 1991). They provide a means for regularly and systematically sharing alliance management knowledge that has already been articulated or codified by the firm. More important, however, they provide a forum to share individually held tacit knowledge through direct person-to-person interaction between managers since tacit knowledge is more easily shared through dialogue between individuals than through knowledge objects (Hansen et al., 1999). Third, they also play a role in helping managers better conceptualize the alliance knowledge that is being shared or disseminated throughout the firm. Dialogue in the form of face-toface communication between managers provides them an opportunity to test their hypotheses and assumptions regarding best practices to carry out Copyright  2007 John Wiley & Sons, Ltd. Strat. Mgmt. J., 28: 981–1000 (2007)

The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises

Abstract: Purpose – The purpose of this paper is to examine the use of tacit knowledge within innovative organizations. It addresses what organizations can do to promote knowledge sharing in order to improve successful innovation. Compared to available research material on explicit knowledge, the use of tacit knowledge within companies is relatively unexplored. The use of tacit knowledge is assessed with special emphasis on its significance and implications in the innovation process.Design/methodology/approach – Existing research is structured with the objective of examining how companies make use of tacit knowledge. Key levers for tacit knowledge management are identified and the positive impact of tacit knowledge on innovation success disclosed.Findings – The role of tacit knowledge in innovation management is analysed. Creation, availability and transfer of tacit knowledge within an organization are highlighted. Competitive advantage will be gained when companies value their tacit knowledge because explicit know...

Social Capital and Knowledge Integration in Digitally Enabled Teams

Abstract: To understand the impact of social capital on knowledge integration and performance within digitally enabled teams, we studied 46 teams who had a history and a future working together. All three dimensions of their social capital (structural, relational, and cognitive) were measured prior to the team performing two tasks in a controlled setting, one face-to-face and the other through a lean digital network. Structural and cognitive capital were more important to knowledge integration when teams communicated through lean digital networks than when they communicated face-to-face; relational capital directly impacted knowledge integration equally, regardless of the communication media used by the team. Knowledge integration, in turn, impacted team decision quality, suggesting that social capital influences team performance in part by increasing a team’s ability to integrate knowledge. These results suggest that team history may be necessary but not sufficient for teams to overcome the problems with the use of lean digital networks as a communication environment. However, team history may present a window of opportunity for social capital to develop, which in turn allows teams to perform just as well as in either communication environment.

Ethnic scientific communities and international technology diffusion

Abstract: This study explores the role of U.S. ethnic scientific and entrepreneurial communities for international technology transfer to their home countries. U.S. ethnic researchers are quantified through an ethnic- name database and individual patent records. International patent citations confirm knowledge diffuses through ethnic networks, and manufacturing output in foreign countries increases with an elasticity of 0.1-0.3 to stronger scientific integration with the U.S. frontier. Specifications ex- ploiting exogenous changes in U.S. immigration quotas address reverse- causality concerns. Exercises further differentiate responses by develop- ment stages in home countries. Ethnic technology transfers are particularly strong in high-tech industries and among Chinese economies. I. Introduction T HE adoption of new technologies and innovations is a primary engine for economic growth, improving worker productivity and spurring higher standards of living. Invention, however, is concentrated in advanced economies. OECD countries account for 83% of the world's R&D expenditure and 98% of its patenting (OECD, 2004). Even within the OECD, a disproportionate share of R&D is undertaken in the United States. Diffusion of new innova- tions from technologically leading nations to following economies is thus necessary for the economic development of poorer regions and the achievement of global prosperity. Economic models often describe a worldwide technology frontier, where new ideas and innovations travel quickly to all countries. 1 Rapid diffusion may be a good approximation for industrialized economies, but many advances are either not available or not adopted in poorer countries. Case studies in the business sociology and economic history literatures suggest this poor adoption may result from inad- equate access to the informal or practical knowledge that complements the codified details of new innovations. Be it between two people or two countries, knowledge transfer is much more complicated than sharing blueprints, process designs, or journal articles. Intellectual spillovers are often thought to be important for the formation of cities and high-tech clusters, and perhaps heterogeneous access to the codified and tacit knowledge associated with new innova- tions shapes the effective technology sets of following countries. 2

CoScripter: automating & sharing how-to knowledge in the enterprise

Abstract: Modern enterprises are replete with numerous online processes. Many must be performed frequently and are tedious, while others are done less frequently yet are complex or hard to remember. We present interviews with knowledge workers that reveal a need for mechanisms to automate the execution of and to share knowledge about these processes. In response, we have developed the CoScripter system (formerly Koala [11]), a collaborative scripting environment for recording, automating, and sharing web-based processes. We have deployed CoScripter within a large corporation for more than 10 months. Through usage log analysis and interviews with users, we show that CoScripter has addressed many user automation and sharing needs, to the extent that more than 50 employees have voluntarily incorporated it into their work practice. We also present ways people have used CoScripter and general issues for tools that support automation and sharing of how-to knowledge.

Knowledge sharing practices as a facilitating factor for improving organizational performance through human capital: A preliminary test

Abstract: Organizational knowledge sharing, argued to be able to improve organizational performance and achieve competitive advantage, is often not induced successfully. How organizations should encourage and facilitate knowledge sharing to improve organizational performance is still an important research question. This study proposes and examines a model of organizational knowledge sharing that improves organizational performance. Organizational knowledge sharing practices are argued to be able to encourage and facilitate knowledge sharing, and are hypothesized to have a positive relationship with organizational human capital (employee competencies), which is hypothesized to have a positive relationship with organizational performance. Two organizational antecedents (innovation strategy and top management knowledge values) are hypothesized to lead to the implementation of organizational knowledge sharing practices. The hypotheses were examined with data collected from 256 companies in Taiwan. All the hypotheses are supported. This study has both theoretical and practical implications.

Managing Flow: A Process Theory of the Knowledge-Based Firm

Abstract: Introduction Characteristics of Knowledge The Theoretical Framework Vision and Driving Objectives: Values for the Common Good Eisai Honda Implications Ba Mayekawa Manufacturing Co., Ltd Kumon Implications Dialogue and Practice: Leveraging Organizational Dialects Seven-Eleven Japan Muji Implications Dynamic Knowledge Assets in Process YKK JFE: Synthesizing Experience Implications Leadership: Fostering Distributed Excellence in the Organization Canon Toyota Prius Implications Conclusions

Motivating knowledge sharing through a knowledge management system

Abstract: Based on both economic and sociological theory, the effects of supervisory control and organizational support on the frequency and effort of individuals in contributing their personally held valuable knowledge to a “best practices-lessons learned, repository-based” knowledge management system (KMS) were compared. Supervisory control, as expected, had significant impact on frequency, but it also had unexpectedly significant influence on effort. When system variables—usefulness and ease of use—were controlled for, the organizational support measure had little effect on either outcome. These results provide greater support for economic-agency-theory motivators of knowledge sharing and lesser support for organizational support motivators than has been previously believed. They also emphasize the important impact of systems variables in motivating KMS use. Since the study was conducted in a government (joint civilian–military) organization, the organizational type may significantly influence the results. However, since the result is contrary to the conventional wisdom that suggests that a “knowledge-sharing culture” is all-important, at the very least, this study shows that the nature of the organization may moderate the relationship between the motivational approach and the outcomes.

Impact of personal and cultural factors on knowledge sharing in China

Abstract: Knowledge sharing has been the focus of research for more than a decade and it is widely recognized that it can contribute to the success of an organisation However, in comparison with other countries, relatively little work on this topic has been done in the Chinese context Knowledge sharing is particularly interesting to study in the Chinese context at the individual level, given the unique social and cultural characteristics of this environment In this paper, we develop a theoretical model to explain how personal factors would affect people’s intention to share their knowledge The Theory of Reasoned Action and Social Exchange Theory are used in this paper, as are the time dimension of national culture, face, and guanxi A survey methodology is used to test the model Face and guanxi orientation both exert a significant effect on the intention to share knowledge Theoretical and practical implications, as well as directions for future research, are discussed

Transformational Technologies and the Creation of New Work Practices: Making Implicit Knowledge Explicit in Task-based Offshoring

Abstract: Studies have shown the knowledge transfer problems that arise when communication and storage technologies are employed to accomplish work across time and space. Much less is known about knowledge transfer problems associated with transformational technologies, which afford the creation, modification and manipulation of digital artifacts. Yet, these technologies play a critical role in offshoring by allowing the distribution of work at the task level, what we call task-based offshoring. For example, computer-aided engineering applications transform input like physical dimensions, location coordinates, and material properties into computational models that can be shared electronically among engineers around the world as they work together on analysis tasks. Digital artifacts created via transformational technologies often embody implicit knowledge that must be correctly interpreted to successfully act upon the artifacts. To explore what problems might arise in interpreting this implicit knowledge across time and space, and how individuals might remedy these problems, we studied a firm that sent engineering tasks from home sites in Mexico and the U.S. to an offshore site in India. Despite having proper formal education and ample tool skills, the Indian engineers had difficulty interpreting the implicit knowledge embodied in artifacts sent to them from Mexico and the U.S. To resolve and prevent the problems that subsequently arose, individuals from the home sites developed five new work practices to transfer occupational knowledge to the offshore site. The five practices were defining requirements, monitoring progress, fixing returns, routing tasks strategically, and filtering quality. The extent to which sending engineers in our study were free from having to enact these new work practices because on-site coordinators acted on their behalf predicted their perceptions of the effectiveness of the offshoring arrangement, but Indian engineers preferred learning from sending engineers, not on-site coordinators. Our study contributes to theories of knowledge transfer and has practical implications for managing task-based offshoring arrangements.

Interfirm networks, social capital, and knowledge flow

Abstract: Purpose – Researchers have long been interested in the process of how networking firms share knowledge, what mechanisms firms use to govern knowledge sharing, and what the consequences are for the sharing firms. The purpose of this paper is to attempt to answer these questions from a social network perspective.Design/methodology/approach – Qualitative method is employed to facilitate deeper understanding of soft variables and key relationships for discovering and mapping non‐formal business practices. The sampling strategy is based on relevance rather than representativeness; data analysis and theoretical analysis stresses an iterative process of theoretical sampling, comparing, and contrasting of samples to build theoretical categories.Findings – The principal findings highlight how social capital, especially trust‐based‐ties, develops in inter‐firm interaction process, accelerates knowledge flow, and acts as an informal governance mechanism between firms. Weak ties help firms to build initial relationsh...

Information Sharing, Buyer-Supplier Relationships and Firm Performance: A Multi-Region Analysis

Abstract: Purpose – The purpose of this paper is to examine the effects of information sharing capability on buyer‐supplier relationships and firm performance. It is proposed that information sharing capability, the integration of a firm's information/decision systems and business processes with those of supply chain partners, is an antecedent of collaborative buyer‐supplier relationships, defined in terms of supply chain and relationship architecture. Further, it is proposed that these relationships positively impact a firm's market and financial performance.Design/methodology/approach – This research uses multiple linear regression to analyze a set of survey data from the USA, Europe and New Zealand.Findings – Results demonstrate positive relationships between information sharing capability and buyer‐supplier relationships, and between relationships and performance.Research limitations/implications – Information sharing capability and buyer‐supplier relationships are complex, multi dimensional constructs. While t...

Crowdsourcing and knowledge sharing: strategic user behavior on taskcn

Abstract: Witkeys are a thriving type of web-based knowledge sharing market in China, supporting a form of crowdsourcing. In a Witkey site, users offer a small award for a solution to a task, and other users compete to have their solution selected.In this paper, we examine the behavior of users on one of the biggest Witkey websites in China, Taskcn.com. On Taskcn, we observed several characteristics in users' activity over time. Most users become inactive after only a few submissions. Others keep attempting tasks. Over time, users tend to select tasks where they are competing against fewer opponents to increase their chances of winning. They will also, perhaps counterproductively, select tasks with higher expected rewards. Yet, on average, they do not increase their chances of winning, and in some categories of tasks, their chances actually decrease. This does not paint the full picture, however, because there is a very small core of successful users who manage not only to win multiple tasks, but to increase their win-to-submission ratio over time. This core group proposes nearly 20% of the winning solutions on the site. The patterns we observe on Taskcn, we believe, hold clues to the future of crowdsourcing and freelance marketplaces, and raise interesting design implications for such sites.

The effects of socio-technical enablers on knowledge sharing: an exploratory examination

Abstract: Recently, the need for knowledge management has been drastically increasing so organizations may meet the high level of dynamic, complex business change and uncertainty In particular, knowledge sharing has been recognized as a critical process through which organizational knowledge can be utilized For successful knowledge sharing, companies need to capitalize on various socio-technical enablers The primary objective of this paper is to provide a better understanding of how these enablers can affect knowledge sharing intention and behavior, and explore practical implications for knowledge sharing For this purpose, the paper proposes a theoretical model to investigate these enablers from a socio-technical perspective PLS (Partial Least Square) analysis was employed to validate the model This field study involves 164 users Furthermore, interviews with experts were investigated for practical implications Our analysis reveals that social enablers such as trust and reward mechanisms are more important than technical support in isolation for facilitating knowledge sharing

Users' attitudes toward Web-based collaborative learning systems for knowledge management

Abstract: The Web-based technology is a potential tool for supported collaborative learning that may enrich learning performance, such as individual knowledge construction or group knowledge sharing. Thus, understanding Web-based collaborative learning for knowledge management is a critical issue. The present study is to investigate learners' attitudes toward Web-based collaborative learning systems. Based on this research, the results of factor analysis show that five attitude factors (system functions, system satisfaction, collaborative activities, learners' characteristics, and system acceptance) should be examined at the same time when building a Web-based collaborative learning system. The results also provide an acceptance model for understanding users' behavioral intention of facilitating Web-based collaborative systems.

Knowledge hubs and knowledge clusters: Designing a knowledge architecture for development.

Abstract: With globalisation and knowledge-based production, firms may cooperate on a global scale, outsource parts of their administrative or productive units and negate location altogether. The extremely low transaction costs of data, information and knowledge seem to invalidate the theory of agglomeration and the spatial clustering of firms, going back to the classical work by Alfred Weber (1868-1958) and Alfred Marshall (1842-1924), who emphasized the microeconomic benefits of industrial collocation. This paper will argue against this view and show why the growth of knowledge societies will rather increase than decrease the relevance of location by creating knowledge clusters and knowledge hubs. A knowledge cluster is a local innovation system organized around universities, research institutions and firms which successfully drive innovations and create new industries. Knowledge hubs are localities with high internal and external networking and knowledge sharing capabilities. Both form a new knowledge architecture within an epistemic landscape of knowledge creation and dissemination, structured by knowledge gaps and areas of low knowledge intensity. The paper will focus on the internal dynamics of knowledge clusters and knowledge hubs and show why clustering takes place despite globalisation and the rapid growth of ICT. The basic argument that firms and their delivery chains attempt to reduce transport (transaction) costs by choosing the same location is still valid for most industrial economies, but knowledge hubs have different dynamics relating to externalities produced from knowledge sharing and research and development outputs. The paper draws on empirical data derived from ongoing research in the Lee Kong Chian School of Business, Singapore Management University and in the Center for Development Research (ZEF), University of Bonn, supported by the German Aeronautics and Space Agency (DLR).

Investigating Knowledge Management practices in software development organisations - An Australian experience

Abstract: This study, using both quantitative and qualitative methods, investigates current practice of Knowledge Management (KM) in Software Engineering (SE) processes in two Australian companies on the basis that they both claimed to apply KM practices in their software development work. It also describes the KM activities and KM process used in SE practice, and examines the enablers of KM process for SE in terms of leadership, technology, culture, process and measurement. One of the main findings showed that software developers believe in the usefulness of knowledge sharing; however, their ability to utilise some of the KM systems was limited. The most commonly used systems included personal networks, informal networks, groupware and third-party knowledge. There is a need to formalise knowledge sharing of practices, while also supporting informal and ad-hoc knowledge sharing. While KM was considered to be important, the tools, techniques and methodologies currently employed for software development were inadequate to address effective management of knowledge in these organisations. In both organisations, a uniform model of the KM process did not exist. Among the four KM enablers, leadership was considered to be the most significant as top-down KM strategies were seemingly being pursued by management. Technology was also considered to be an obvious mechanism for KM, despite some of their current KM systems either being unsuitable or inaccessible. In addition, the crucial role that personal networks played in accessing tacit and implicit knowledge was seen as a key reason to foster a culture that encourages participants to share their knowledge with others.

Top management incentive compensation and knowledge sharing in multinational corporations

Abstract: Growing interest has emerged in viewing the multinational corporation as a knowledge creating and diffusing entity. The importance of sharing knowledge across organizational and national boundaries has been established in previous research. However, the question of which organizational policies lead to knowledge sharing between multinational units is still not fully understood. In particular, the link between compensation mechanisms and knowledge sharing has not received attention in previous studies. By studying 164 foreign-owned subsidiaries located in Finland and China, this article attempts to identify the relationship between subsidiary bonus pay based on MNC-wide performance and knowledge sharing between different units of the MNC. In line with the knowledge-based perspective of the firm, the results suggest that incentive pay based on the collective performance of the MNC leads to greater knowledge sharing. Copyright © 2008 John Wiley & Sons, Ltd.

An empirical study of the effects of knowledge sharing and learning behaviors on firm performance

Abstract: Knowledge sharing and learning behaviors in the workplace are believed to be very important to the success of firms. In this study, the relationships between knowledge sharing and learning behaviors, business process improvement, product and service offerings, and organizational performance are examined based on a sample of 134 firms engaged in manufacturing, and wholesale or retailing operations. Data analyses using the partial least squares statistical technique revealed that knowledge sharing and learning behaviors are positively associated with business process improvement, and product and service offerings. Business process improvement and product and service offerings are positively associated, and they in turn are positively related to organizational performance. The findings reinforce the importance of knowledge sharing and learning to companies. Executives should encourage knowledge management and organizational learning activities within their firms, and give proper considerations to the strategies and implementation of programs supporting these activities in order to enhance firm performance.