Knowledge sharing in organization: A systematic review

Figures & data

Figure 1. Research methodology summary.

Figure 2. Number of articles published yearly.

Table 1. Research questions in this review and their rationale

RESEARCH QUESTION	RATIONALE
RQ1: What working definitions of knowledge sharing and types of knowledge are in currency?	To get a better understanding of knowledge sharing and different types of knowledge reported in literature and to determine the knowledge that ought to be shared
RQ2: What are the prime research streams?	To identify the major issues or areas and trends of knowledge sharing reported. So, as to get a better understanding of the current state of the topic and to identify gaps
RQ3: In what contextual positions (research methodology, underpinning theories, and settings) are the research reported?	To show the methodology and theories researchers used to study and report the findings of knowledge sharing. This will enable us to find out whether these settings are enough for studying the topic or not.
RQ4: How does the literature synthesize knowledge sharing?	To ascertain how the various studies on knowledge sharing have been integrated. This will enable us to get a coherent view and understanding of the topic
RQ5: What are the most influential views in the literature regarding key journals, articles, citations and years and their publication	To determine the leading and the most influential journal in the field, in terms of citations and number of articles published. This will also help in determining whether research on knowledge sharing is progressing or retrogressing and find out why? And what can be done.

Table 2. Number of articles published yearly

Year	Number of Articles
2000	2
2001	4
2002	3
2003	2
2004	3
2005	5
2006	5
2007	5
2008	5
2009	5
2010	2
2011	3
2012	10
2013	4
2014	6
2015	6
2016	10
2017	5
2018	9
2019	5
2020	3
2021	4
2022	4
Total	110

Table 3. Journals, number of articles, global citations and the authors

No.	Journals	Number of articles	Global citation	References
1	Human Relations	1	424	Løwendahl et al. (2001)
2	Information Development	1	23	Boateng and Agyemang (2016)
3	Management Decision	4	782	Truan (2019), H. F. Lin and Lee (2006), Z. Wang et al. (2014); Islam et al. (2020)
4	Journal of Knowledge Management	19	7094	De Ridder and van den Hooff (2004), Cavaliere and Lombardi (2015), Paroutis and Al Saleh (2009), Titi Amayah (2013), J. Yang (2007), Riege (2005), Fullwood and Rowley (2017), Sveiby and Simons (2002), Zhang and Jiang (2015), Anand et al. (2019), McAdam et al. (2012), Sedighi et al. (2016), Christensen (2007), Rafique et al. (2018), Lilleoere and Holme Hansen (2011), Miao et al. (2011), Alvesson and Karreman (2001); Nguyen et al. (2021); Y. Lee et al. (2021)
5	The International Journal of Human Resource Management	1	1335	Á. Cabrera et al. (2006)
6	Computers in Human Behaviour	3	712	M. -J. -J. Lin et al. (2009), Ortiz et al. (2017), Navimipour and Charband (2016)
7	International Marketing Review	1	29	Chatterjee et al. (2022)
8	Advances in Developing Human Resources	1	571	Ardichvili (2008)
9	Information and Management	2	1559	C. Lin et al. (2012), J. -N. Lee (2001)
10	Journal of Business Research	4	635	Santos et al. (2014), O. Oyemomi et al. (2019), O. O. Oyemomi (2017); Singh et al. (2021)
11	Asia Pacific Journal of Management	1	332	Q. Huang et al. (2008), Alon et al. (2018)
12	Procedia Economics and Finance	2	112	Qammach (2016), Trivellas et al. (2015)
13	Information Technology and People	1	3	Maitlo et al. (2019),
14	Strategic Management Journal	4	35471	Szulanski (1996), R. M. Grant (1996), Zhou and Li (2012), Tsoukas (1996)
15	International Journal of Knowledge Management	4	124	Khalil and Shea (2012), Yeşil and Hırlak (2013), Shanshan (2014), Marouf and Khalil (2015)
16	Journal of Workplace Learning	3	280	Ling et al. (2009), Ahmad and Karim (2019), Hussein et al. (2016)
17	Computers and Security	1	102	Tamjidyamcholo et al. (2014)
18	Journal of Information Science	2	1533	H. Lin and Svetlik (2007), Z. Wang and Wang (2012)
19	Industrial Management and Data Systems	1	444	Yeh et al. (2006)
20	MIS Quarterly	2	10, 511	Bock et al. (2005), Wasko and Faraj (2005),
21	Information Resources Management Journal	1	344	Taylor and Wright (2004)
22	International Journal of Innovation Management	2	46	Yeşil and Hırlak (2013), Thomas and Obal (2018)
23	Technology Analysis and Strategic Management	2	1629	Roberts (2000), Deng and Lu (2022)
24	Human Resource Management	1	675	Gagné (2009)
25	Human Resource Management Review	1	2663	S. N. Wang and Noe (2010)
26	International Journal of Manpower	2	1723	H. Lin and Svetlik (2007), Podrug et al. (2017)
27	International Journal of Business and Social Science	1	25	Vajjhala and Vucetic (2013)
28	Technological Forecasting and Social Change	1	108	H. L. Yang and Wu (2008)
29	European Journal of Innovation Management	1	6	Deng and Lu (2022), Kmieciak, (2021)
30	Organization Studies	1	1772	A. Cabrera and Cabrera (2002)
31	Public Administration Review	1	770	Kim and Lee (2006)
32	Journal of Leadership and Organizational Studies	1	2071	Bartol and Srivastava (2002)
33	Organization Science	2	26059	Nonaka (1994), Tsoukas (2009)
34	Industrial and Corporate Change	1	681	Nonaka and Toyama (2005)
35	Communication Research	1	642	De Vries et al. (2006)
36	Expert Systems with Application	3	2459	Hsu (2008), Z. Wang and Wang (2012), Wiig (1997)
37	Decision Sciences	1	228	Hsu and Sabherwal (2012)
37	Information Processing and Management	1	71	Foley and Smeaton (2010
39	Computers, Environment and Urban Systems	1	18	Jelokhani-Niaraki, 2018;
40	Service Business	1	18	Manca et al., 2018,
41	Academy of Management Journal	1	352	Gardner et al. (2012)
42	Journal of Business and Industrial Marketing	1	32	Z. Yang et al. (2018)
43	Higher Education Academy	1	147	Caruana and Spurling (2007)
44	International Journal of Management Reviews	4	1739	Thorpe et al. (2005), Røvik (2016), Sousa et al. (2008), Nielsen and Marrone (2018)
45	Journal of World Business	3	256	Rajwani and Liedong (2015), Kostova et al. (2016) Angels et al. (2017)
46	Journal of Management	1	335	Terjesen et al. (2016)
47	VINE Journal of Information and Knowledge Management Systems	2	54	Goswami and Agrawal (2018), Muqadas et al. (2017)
48	California Management Review	1	7547	Nonaka and Konno (1998)
49	The Leadership Quarterly	1	65	Y. L. Bavik et al. (2018)
50	Journal of Applied Psychology	1	108	X. Huang et al. (2014)
51	Technovation	1	310	Ritala et al. (2015)
52	Human Resource Development Review	1	1860	Ipe (2003)
53	Cogent Business and Management	1	145	Asrar-Ul-Hag et al. (2016)
54	International Journal of Information Management	1	197	Liu and Philips (2011)
55	Sage Open	1	74	Son et al. (2020)
56	International Business Review	1	7	Bahoo et al. (2019)
57	Academy of Management Review	1	21093	Nahapiet and Ghoshal (1998)
58	Academy of Management Perspective	1	2900	De Long and Fahey, (2000)
59	Journal of Hospitality and Tourism Management	1	166	Swanson et al. (2020)
60	International Marketing Review	1	62	Magni et al. (2022)
61	Journal of Intellectual Capital	1	1478	Sveiby (2001)
62	Electronic Journal of Knowledge Management	1	565	2003)
63	Cross Cultural Management: An International Journal	1	119	Kumar and Che Rose (2012)
64	Journal of Chinese Economic and Foreign Trade Studies.	1	23	Han and Chen (2018)
65	Personnel Review	1	357	Mehmood et al. (2022)

Table 4. Contextual environment of articles

Number	Article/Purpose	Method	Theory	Setting	Findings	References
1	To present comprehensive framework for the analysis of value creation and knowledge development	Interviews and content analysis	Social cognitive theory and pedagogy	Professional service firms	Proposed VCPs of PSFs Framework	Løwendahl et al. (2001)
2	To examine factors influencing knowledge sharing in public sector institutions	Qualitative	-	Public sector institutions/District Assemblies	Mutual trust, respect and care, organizational success, experience and educational level influence knowledge sharing	Boateng and Agyemang (2016)
3	To examine the relationship among knowledge sharing antecedents and human resources localization	Quantitative/SEM	-	Manufacturing/joint venture companies	Flexibility culture nurture ethics of care and positively impact on localization of intellectual capital	Trong Tuan (2012)
4	To examine how socio-technical factors affect intention to encourage knowledge sharing	Quantitative/CFA		Large firms	IT support did not significantly affect innovation characteristics of knowledge sharing	H. F. Lin and Lee (2006)
5	To investigate the impact of knowledge sharing on firm performance and mediating role of intellectual capital	Quantitative/SEM	Knowledge-Based View (KBV)	Technology firms	Tacit knowledge sharing significantly contribute to human, structural and relational capital while explicit knowledge sharing only has a significant influence on human and structural capital	Z. Wang et al. (2014)
6	Determining factors that promote or impede knowledge sharing	Quantitative/cases		Large firms	Commitment the organization positively influences knowledge donating, and in turn positively computer mediated communication	De Ridder and van den Hooff (2004)
7	To investigate the relationship between knowledge sharing processes and enablers to understand the effect of organizational, individual and technological factors	Quantitative/Multivariate Regression	Theory of Reasoned Action (TRA)	Manufacturing companies	Individual, organizational and technological factors matter to knowledge sharing	(Cavaliere and Lombardi (2015)
8	To investigate the key determinants of knowledge sharing and collaboration using Web 2.0 technologies	Qualitative/grounded approach		Large multinational firm	Four key determinants of knowledge sharing using Web 2.0: history, outcome, management support and trust	Paroutis and Al Saleh (2009)
9	To investigate the factors that affect knowledge sharing in public sector organization	Quantitative/multiple regression		Public sector organization	Community-related consideration, normative considerations and personal benefits found to motivators to the variance in knowledge sharing	Titi Amayah (2013)
10	Investigate the extent to which knowledge sharing and organizational learning affect organizational effectiveness	Quantitative		International hostels	Knowledge sharing facilitate transformation of collective knowledge and advancement of organizational learning	J. Yang (2007)
11	To provide a detailed review of current KM and related literature to offer a structured starting point for managers	Literature review/content analysis		General	Provided a list of knowledge sharing barriers	Riege (2005)
12	To construct and investigate the relationship between knowledge sharing factors, attitude and the intention to share of UK academics	Quantitative		Higher education environment	İndividual beliefs among academics were more influential on their knowledge sharing, and leadership was the most influential factor within the overall organizational culture	Fullwood and Rowley (2017)
13	To investigate the major factors influencing effectiveness of knowledge sharing	Quantitative	Professional Plateau	Public and private sector organizations	Collaborative climate tends to improve with age, educational level and managerial role and is better in private than public sector	Sveiby and Simons (2002)
14	To examine knowledge sharing phenomena from the perspective of recipient characteristics	Quantitative/experimental study		Large firms	Recipient characteristics play different roles in different situations in triggering knowledge sharers’ motivation to share	Zhang and Jiang (2015)
15	To investigate the role of humility in the KS process in dyadic activity	Conceptual/exploratory/systematic literature review		General	Several individual propensities that help predict humility towards sharing knowledge from seeker and provider perspectives were identified.	Anand et al. (2019)
16	To explore the role of knowledge sharing at multiple organizational levels in Chinese service-based organizations	Qualitative/interviews		Service-based organizations	Cultural interpretations of knowledge sharing practices can help in explaining Chinese conceptions and applications of KS at multiple organizational levels	2012)
17	To explore participants’ perceived benefits and costs that influence the quantity and quality voluntary participation in knowledge networks in resources-constrained economy	Survey/conceptual model	Social cognitive theory (SCT)/Self -determine theory (SDT)	Business context	Reputation, reciprocity, and altruism are perceived to benefit quantity of participation while reciprocity, altruism and knowledge self-efficacy are perceived benefit to quality of participation	Sedighi et al. (2016)
18	To explore how companies can become better at knowing what they know, and share what they know	Theoretical/empirical	Organization theory	Production facility	The paper identifies four types of knowledge that are pivotal to share	Christensen (2007)
19	Investigates some of the psychological, organizational and system-related variables that may determine individual engagement in intra-organization knowledge sharing	Quantitative/survey		Large multinational companies	Self-efficacy, openness to experience, perceived support from colleagues and supervisors are major motivation in knowledge sharing	Á. Cabrera et al. (2006)
20	Investigate and explain the relationship between contextual factors, personal perceptions, knowledge sharing behaviour and community loyalty	Quantitative/SEM		Professional virtual communities (PVCs)	Trust significantly influences KS. Self-efficacy, perceived relative advantage and compatibility positively affect KS behaviour	M. -J. -J. Lin et al. (2009)
21	Explore how information security awareness (ISA), general information security awareness (GISA)and information security policy awareness (ISAPA) affect KS behaviour	Quantitative/survey/SEM		Large firms	GISA and ISPA have significant positive effect on threat appraisal. Whereas ISPA have significant positive effect on GISA does not.	Ortiz et al. (2017)
22	To provide the comprehensive and detailed review of KS mechanism in project teams and to provide direction for future research	Systematic literature review (SLR)		Academics/research/Practising professionals		Navimipour and Charband (2016)
23	To enhance our collective understanding of the factors affecting KS behaviours of knowledge workers in organizational context	Quantitative	Theory of planned behaviour, motivation theory, social exchange theory, economic exchange theory and self-determination theory	Large companies	Theoretical model validated in a single empirical study. 60% of the variance in the behavioural intention to share knowledge and 41% variance in actual KS behaviour	Y. Wu et al. (2012)
24	Review to propose a framework for understanding motivators, barriers and enablers for successful online KS and learning	Literature review		General	Framework for motivational factors, enablers and barriers proposed	Ardichvili (2008)
25	To explore the evolution of barriers to knowledge flow when the level of KM maturity is changing	Mixed method	Cultural historical activity theory (CHAT)/knowledge navigator model (KNM)	Large firms	Barriers to knowledge flow were inherently different at different KM maturity levels	C. Lin et al. (2012),
26	Examines the relationship between knowledge sharing and outsourcing success	Quantitative		Public sector organizations	All hypothesized paths in the model are significant	J. -N. Lee (2001)
27	Provides insights into how learning and knowledge are exchanged multinationally between customer firms and their outsourced suppliers	Quantitative		pharmaceutical industry	Multinational firms operate more effectively and interact by sharing knowledge with outsourced firms which reflect the customers’ structure and fit;	Gupta and Polonsky (2014),
28	To analyze the organizational culture that supports knowledge sharing activities for organizational performance, innovation and strategy.	Quantitative	SECI model	Business firms	The role of organizational culture with an innovative strategy in knowledge sharing, which directly contributes to the improvement of organizational performance.	O. Oyemomi et al. (2019),
29	Investigate the relationships between knowledge sharing, business process, and organizational performance through the identification of key organizational operation factors.	Qualitative comparative analysis	Set-theoretic comparative analysis approach	Large firms	Organizational operation factors in knowledge sharing and business-knowledge process, directly contribute organizational performance.	O. O. Oyemomi (2017)
30	Develop a theoretical model to explain how personal factors would affect people’s intention to share their knowledge.	Quantitative	Theory of Reasoned Action and Social Exchange Theory	Variety of different organizations.	Face and guanxi orientation both exert a significant effect on the intention to share knowledge	Q. Huang et al. (2008),
31	Reviews the scholarly research on the internationalization of Chinese enterprises (ICE) through bibliometric citation analysis	Data visualization technique and analysis	-	General review	The results reveal four research streams in the context of ICE	Alon et al. (2018)
32	Examine the relationship between the IT capability and IT Support to predict Innovation. performance via the mediating role of knowledge sharing	Quantitative/SEM and factor analysis		Mobile communication companies	Positive and statistically significant association between IT capability and IT Support on Innovation performance.	Qammach (2016),
33	Outlines the critical role of employees’ general competencies in the link between knowledge sharing culture and job outcomes	Quantitative/Principal Component Analysis (PCA)		Accounting services/firms	General competencies exert a mediating effect on the relationship between knowledge sharing culture and job satisfaction.	Trivellas et al. (2015)
34	Investigating barriers to effective KS in preventing identity theft in online retail organisations.	Qualitative case study		Online retail organisations	The major barriers to effective KS for preventing identity theft in online retail organisations are: lack of leadership support; lack of employee willingness to share knowledge; lack of employee awareness of KS	Maitlo et al. (2019)
35	Investigate how best practices internally is critical to a firm’s ability to build competitive advantage through the appropriation of rents from scarce internal knowledge	Quantitative/Canonical correlation analysis		Variety of companies (8)	Barriers to internal knowledge transfer to be knowledge-related factors such as the recipient’s lack of absorptive capacity, etc.	Szulanski (1996)
36	Exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members.	Conceptual	KBV Theory	General	Comprehensive knowledge-based theory of the firm will embrace knowledge creation and application	R. M. Grant (1996)
37	Examines how existing knowledge base interacts with knowledge integration mechanisms to affect radical innovation	Quantitative	KBV Theory	High technology companies	A firm with a broad knowledge base is more likely to achieve radical innovation in the presence of internal knowledge sharing rather than market knowledge acquisition.	Zhou and Li (2012)
38	Examine the views of executives working in an American based multinational company (MNC) about knowledge sharing, barriers to knowledge sharing, and strategies to promote knowledge sharing	Case study	-	Large MNC	The most effective method to promote knowledge sharing was to link it with rewards and performance appraisal.	Ling et al. (2009
39	Summarize the findings from past research on knowledge sharing outcomes in organizations and to suggest promising directions for future research	Systematic literature review	-	General	Most commonly studied factors affected by knowledge sharing are creativity, learning, and performance.	Ahmad and Karim (2019)
40	Investigate the effects of knowledge sharing and its capability to reduce risk in information security communities.	Mixed method	Triandis theory,	Online community (LinkedIn)	There is a positive and strong relationship between knowledge sharing behavior and information security risk reduction expectation.	Tamjidyamcholo et al. (2014)
41	Examine the influence of individual factors, organizational factors, and technology factors in knowledge sharing processes and their effect on firm innovation capability.	Quantitative/SEM		Large organizations	Two individual factors (enjoyment in helping others and knowledge self-efficacy) and one of the organizational factors (top management support) significantly influence knowledge-sharing processes	H. F. Lin (2007)
42	Analyze the crucial role that enablers play in carrying out knowledge management within the enterprise.	Qualitative/case study		Advance semiconductor Engineering firm/Technology firm	On the part of strategy and leadership; obtaining top managements’ support is most important;	Yeh et al. (2006)
43	To develop an integrative understanding of the factors supporting or inhibiting individuals’ knowledge-sharing intentions.	Quantitative	Theory of reasoned action (TRA)	Not specific	Anticipated extrinsic rewards exert a negative effect on individuals’ knowledge-sharing attitudes.	Bock et al. (2005),
44	Examine how individual motivations and social capital influence knowledge contribution in electronic networks	Quantitative	Theories of collective action	Electronic network supporting professional legal association.	People contribute their knowledge when they perceive that it enhances their professional reputations	Wasko and Faraj (2005),
45	Investigates knowledge sharing to identify factors that influence the readiness of an organization to share knowledge effectively.	Quantitative/factor analysis/regression modeling		Public sector organization	Innovative culture, a capacity to learn from failure and good information quality are strong predictors of successful knowledge sharing.	Taylor and Wright (2004)
46	Investigate the effect of knowledge sharing enablers on innovation capability along with the relationship between innovation capability and innovation performance.	Quantitative/SEM/PLS	-	Textile sector	Some of the components of knowledge sharing enablers have positive effect on the innovation capability, while others have not.	Yeşil and Hırlak, (2013)
47	Examines how in-depth and complex the knowledge sharing should be between producers and suppliers, given varying environmental conditions.	Quantitative		Project managers	Market turbulence and technology turbulence influence technical exchanges, but in different manners.	Thomas and Obal (2018)
48	Explores and critically reviews the ability of Information and Communication Technologies (ICTs) to improve the transferability of knowledge.	Conceptual/Review		General	Technologies on the production process are unevenly distributed due to their inability to replace or significantly enhance certain forms of human interaction.	Roberts (2000)
49	Proposes a process model of knowledge-sharing motivation based on the combination of two prominent theories of motivation	Conceptual	Theory of planned behavior (TPB) and self-determination theory (SDT),	General	Proposing that satisfying three psychological needs is the key to promoting autonomous motivation,	Gagné (2009)
50	Reviews qualitative and quantitative studies of individual-level knowledge sharing	Narrative reviews	–	Qualitative and Quantitative studies	Identifies five areas of emphasis of knowledge sharing research	Wang & Noe, (2010)
51	Examines the role of both extrinsic and intrinsic motivators in explaining employee knowledge sharing intentions.	Quantitative/SEM	Theory of reasoned action (TRA)	Large firms	Motivational factors such as reciprocal benefits, knowledge self-efficacy, and enjoyment in helping others were significantly associated with employee knowledge sharing attitudes and intentions.	H. F. Lin (2007)
52	Empirically distinguish the influence of the individual factors, organizational and technology factors on knowledge-sharing processes.	Quantitative/SEM		Large ICT firms	enjoyment in helping others, top management, and ICT significantly influence knowledge-sharing processes	Podrug et al., (Podrug et al., 2017)
53	Explore the barrier factors inhibiting knowledge sharing in small- and medium-sized enterprises (SMEs) in transition economies	Qualitative	-	SMEs	Barriers faced by small- and medium-sized firms in transition economies are different from the barriers identified in other developing and developed countries.	Vajjhala and Vucetic (2013)
54	Proposes a novel agent-based modeling approach to simulate the actions of knowledge sharing between actors in an organization	Quantitative	Agent-based modeling approach ABM)	General/not specified	Rewarding each knowledge-sharing action is more effective than the periodic organizational incentives to encourage actors’ knowledge sharing behaviors.	H. L. Yang and Wu (2008)
55	Examines the relationships among three important human resource management-related topics: organisational commitment, knowledge sharing and innovation capability.	Quantitative	-	Public organization	Only affective commitment had a positive effect on knowledge sharing and innovation capability.	Yesil (2014)
56	The purpose of this paper is to extend the scant literature on the effect of abusive supervision on knowledge sharing by examining the roles of Islamic work ethic and learning goal orientation in moderating the effect	Quantitative		Service and manufacturing sector	Abusive supervision has a damaging effect on knowledge sharing in the workplace.	Islam et al. (2020)
57	explore the effects of transformational leadership and knowledge-sharing processes on operational and financial performance in Chinese firms.	Quantitative		Manufacturing and service firms	Knowledge collecting and knowledge donating mediate the correlation between transformational leadership and two specific aspects of organizational performance.	Son et al. (2020)
58	Examining leadership from a competency perspective allows scholars to understand different dimensions of leader qualities and capacities	Quantitative	Social capital theory		Both knowledge sharing and employee job performance are found to have a direct effect on employee loyalty.	Swanson et al. (2020)
59	Top Management Knowledge Value, Knowledge Sharing Practices, Open Innovation and Organizational Performance	Quantitative	KBV and RBV		Top management knowledge value and knowledge creating practices influence open innovation, which, in turn, influences organizational performance.	Singh et al. (2021)
60	This study aims to examine the effects of diversity-oriented leadership and strategic internal communication on employees’ knowledge-sharing behavior during a crisis, coronavirus (COVID-19) outbreak in particular	Quantitative	Self-determination theory		Transparent internal communication also increases employees’ intrinsic needs satisfaction, which in turn fosters their job engagement and knowledge-sharing behavior during the crisis	Y. Lee et al. (2021)
61	Multilevel influences on individual knowledge sharing behaviours.	Quantitative	Social cognitive theory		The results reveal that an individual’s absorptive capacity, trust and social interaction significantly impact knowledge-sharing behaviour	Nguyen et al. (2021)
62	This study examines the relationship between knowledge-sharing activities of the firm and its innovation capability.	Quantitative	Absorptive capacity theory and dynamic capability view (DCV) theory,		Knowledge-sharing activities across subsidiaries of multinational firms are important for product and process innovation.	Chatterjee et al. (2022)
63	Examine the role networks play in SMEs’ readiness for internationalization.	Quantitative	Resource-based view and internationalization theories,	SMEs	Suggests the importance of knowledge sharing in reducing the criticality issues of being a newcomer entering international markets.	Magni et al. (2022)
64	Digital technology driven knowledge sharing for job performance	Quantitative	Social Capital Theory		This study shows that digital technology enhanced coordination and communication have significant impact on knowledge sharing. Furthermore, this study reveals that enhanced decision-making and knowledge sharing can lead to better job performance in organizations.	Deng and Lu (2022)
65	Explore the impact of entrepreneurial leadership on team creativity through team psychological safety and knowledge sharing.	Quantitative	Social learning theory		The results showed the positive influence of entrepreneurial leadership on team creativity.	Mehmood et al. (2022)

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