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The paper aims to clearly differentiate knowledge sharing (KS) and knowledge transfer (KT) besides exemplifying their interconnections to minimize the current confusions in the knowledge management (KM) literature.

An extensive literature review method was used to analyse relevant literature on both KS and KT to clearly delineate their differences and their interconnections.

The paper found that KS is a subset of KT (using personalization strategy), whereas KT as a whole is a broader concept, if compared with KS. However, KS is not one of the immediate processes involved in KT (using codification strategy). The processes involved in KS and KT differ according to the strategy used (in KT) and perspective chosen (in KS). Other findings include KS (unidirectional) as reflective concept (viewed so far), whereas KS (bidirectional), KT (personalization) and KT (codification) as formative concepts.

The findings of this paper were based on the review of selected relevant articles only.

The paper will minimize the current confusions in the KM literature and will assist future researches on both KS and KT to ensure what these concepts entail to avoid construct underrepresentation.

As compared to previous attempts, the present paper has shown the interconnections between KS and KT, as well as the differences based on the two perspectives of KS (unidirectional/bidirectional) and the two strategies of KT (personalization/codification), and such effort is new in the literature.

Compared with the extensive research on knowledge management in the Western context, relatively little research has emerged in Asia. This study aims to report an investigation of the predictors of knowledge-sharing behaviour (KSB) of Malaysian public service administrators.

Surveys were designed based on established instruments and yielded 231 responses from administrators of various managerial grades.

The findings indicated that KSB was predicted by intrinsic motivational factors, time availability and organisational socialisation. Further, the findings showed that affective commitment towards the organisations is the key intermediate factor to enable intrinsically motivated administrators to engage in KSB.

This study examined motivational factors among the public sector administrators only. Thus, it limits the findings generalisation to other groups of employees such as from the private sector and non-governmental organisations.

The findings of this study shall enlighten organisations particularly the public sector organisations, in strategies and plan of action towards enhancing and advancing knowledge management practice among employees.

This paper offers new insight into the significance of intrinsic motivational factors which enhanced with employees’ commitment to fostering KSB in organisations.

This paper aims to propose a conceptual model of knowledge sharing behaviour among Malaysian public sector managers.

An extensive literature review method was used to identify and analyse relevant literature in order to propose a knowledge sharing model.

The authors identified three potential predictor groups of knowledge sharing behaviour among Malaysian public sector managers. The groups are intrinsic motivational factors, extrinsic motivational factors and organisational socialisation factors. The paper proposes organisational commitment as the mediating variable between the identified predictors and knowledge sharing behaviour (knowledge donating and knowledge collecting).

The paper offers a number of propositions, which leads to a knowledge sharing model. Future research should validate and examine the predictive power of the proposed model.

Upon model validation, the paper could offer practical interventions for human resource development (HRD) practitioners to assist organisations towards fostering knowledge sharing behaviour. The paper highlights the importance of employee’s organisational commitment in order to engage in organizational-related behaviours such as knowledge sharing.

The paper used a new approach in theorising knowledge sharing behaviour by integrating the General Workplace Commitment Model, Self-Determination Theory and Social Capital Theory. The suggestion of public service motivation as one of the intrinsic motivational factors could provide new insights to the HRD practitioners on fostering knowledge sharing behaviour in the public service subject to model validation.