To share or not to share? Self-perception and knowledge-sharing intent

The paper explores the intent of knowledge sharing in complex organizational contexts. Findings from semi‐structured interviewing with 54 subjects in two large organizations in Saudi Arabia indicate that self‐perception and contextual interpretation create tensions that affect the way knowledge is managed and shared. The dichotomy between self‐centeredness and self‐doubt was found to affect trust and openness necessary for genuine knowledge sharing. Mutual trust, developed through timely self‐disclosure, was found to offer psychological safety for employees to share knowledge more openly. Inner tensions become the stimuli for maximizing the social aspect of interaction to negotiate meanings, strategize knowledge sharing, and redefine role identity. The interplay of cognitive and behavioural participation challenges one’s knowing and becoming, increasing the complexity and dynamics of knowledge sharing. Knowledge‐sharing intent determines the learning of individuals and learning in organizations. A conceptual framework is introduced and implications for practice are discussed.