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Introduction
During the past two decades, industrial revolution and stiff business competition had a major influence on the resources, capabilities, strategies, mission and vision of dynamic organisations. Intellectual capital is the most important resource for providing a competitive edge and survival of organisations in a turbulent business environment. An organisation may have financial resources, latest technology, fixed assets and loyal customers, but human capital is the core competency in an organisation (Muqadas et al. , 2016). Competent employees are involved in acquiring, creating, sharing and exploiting knowledge in the wide interest of their organisations (Henri, 2016). According to the knowledge theory, knowledge is considered an intellectual asset and a major source of power and competitive advantage (Grant, 1996a, 1996b). Knowledge development, knowledge life cycle, knowledge sharing (KS) and knowledge capture are requirements for enhancing the innovation and performance level of organisations (Rutten et al. , 2016). KS is the voluntary behaviour of humans that help organisational members to share and use new knowledge with one another (Nonaka, 1994); KS practices foster high performance standards, employee creativity and operational effectiveness in leading organisations (Muqadas et al. , 2016; Inkinen, 2016).
An organisation can bring organisational changes such as advance technology, new products and services, innovation, supportive culture and good working environment by focusing on KS and organisational learning (Bontis et al. , 2009; Goh and Richards, 1997; Imran et al. , 2016). However, Connelly et al. (2012) suggest that efforts to foster KS do not completely guarantee success. A number of studies explain the benefits of KS, such as how it improves performance and idea generation among employees (Muqadas et al. , 2016; Anantatmula, 2007; Henri, 2016); brings innovation (Bontis et al. , 2009; Svetlik et al. , 2007; Muqadas et al. , 2016) and effective organisational changes (Park and Kim, 2015); enhances individual, group and team performance (Haas and Hansen, 2007); and fosters new technology and success (Lee, 2001). Despite efforts to foster KS via social media; create a knowledge management (KM) culture; and build trust, intention and participation among employees, the achievement of these goals is still elusive (Al Saifi et al. , 2016; Bautista and Bayang, 2015; Connelly et al. , 2012). Moreover, some studies have found that even increases in rewards...