Knowledge sharing and individual work performance: an empirical study of a public sector organisation

Purpose The purpose of this study is to examine whether individual-level knowledge sharing (in terms of attitudes, benefit estimations, self-efficacy and actualised behaviours) affects individual work performance. Design/methodology/approach Hypotheses are tested through structural equation modelling of survey data collected from 595 members of a public organisation. Findings The findings confirm the hypothesis that knowledge-sharing propensity impacts positively on knowledge-sharing behaviour. Additionally, knowledge-sharing behaviour mediates the relationship between knowledge-sharing propensity and individual performance. The latter effect is also significant amongst the most highly educated members of the organisation but not among those with the lowest educational levels. Originality/value This paper provides insights into the knowledge-sharing–attitude–behaviour–work performance linkage. It thus addresses a relatively neglected area in knowledge management (KM) research, namely, that of individual knowledge behaviours and their performance impact, with an aim to better understand the micro-foundations of KM. It also contributes to knowledge on KM in the public sector.