{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,5,16]],"date-time":"2026-05-16T00:34:42Z","timestamp":1778891682184,"version":"3.51.4"},"reference-count":81,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2005,6,1]],"date-time":"2005-06-01T00:00:00Z","timestamp":1117584000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2005,6,1]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p><jats:italic>Knowledge sharing is the corner\u2010stone of many organisations\u2019 knowledge\u2010management (KM) strategy. Despite the growing significance of knowledge sharing's practices for organisations\u2019 competitiveness and market performance, several barriers make it difficult for KM to achieve the goals and deliver a positive return on investment. This paper provides a detailed review of current KM and related literatures on a large number of possible knowledge\u2010sharing barriers with the purpose of offering a more comprehensive and structured starting\u2010point for senior managers when auditing their organisation's current knowledge base and knowledge\u2010sharing requirements.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p><jats:italic>This article reviews and discusses over three dozen potential knowledge\u2010sharing barriers, categorising them into three main domains of recently published works: individual\/personal, organisational, and technological barriers.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p><jats:italic>The extensive list of knowledge sharing barriers provides a helpful starting point and guideline for senior managers auditing their existing practices with a view to identifying any bottle\u2010necks and improving on the overall effectiveness of knowledge\u2010sharing activities.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p><jats:italic>Managers need to realise, however, that a particular knowledge sharing strategy or specific managerial actions will not suit all companies and that there are differences to be expected between MNCs and SMEs, private, public sector, and not\u2010for\u2010profit organisations. As such, the implementation of knowledge\u2010sharing goals and strategies into an organisation's strategic planning and thinking will vary greatly.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p><jats:italic>The main discussion of this paper brings together a large range of knowledge\u2010 sharing barriers in an attempt to indicate the complexity of knowledge sharing as a value\u2010creating organisational activity.<\/jats:italic><\/jats:p><\/jats:sec>","DOI":"10.1108\/13673270510602746","type":"journal-article","created":{"date-parts":[[2005,5,31]],"date-time":"2005-05-31T20:02:59Z","timestamp":1117569779000},"page":"18-35","source":"Crossref","is-referenced-by-count":847,"title":["Three\u2010dozen knowledge\u2010sharing barriers managers must consider"],"prefix":"10.1108","volume":"9","author":[{"given":"Andreas","family":"Riege","sequence":"first","affiliation":[]}],"member":"140","reference":[{"key":"key2022030720113245600_b1","doi-asserted-by":"crossref","unstructured":"Alavi, M. and Leidner, D.E. 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