This study explores the relationships among knowledge sharing, adaptability, and performance, and furthermore seeks to address a gap in the existing literature on how those relationships may vary between organizational sectors. Economic sustainability for firms of all sizes and sectors is likely to depend to a large extent on the creation of a sustainable organizational culture built on collaboration, innovation, and adaptability. The importance of knowledge management in developing sustainable and higher functioning organizations is well accepted in the literature. Likewise, the ability of organizations to realize competitive advantage by adapting and responding in a timely manner to changes in the landscape is well supported. Building on previous research, this study further examines how organizations in different sectors may experience that interaction differently. Based on data gathered through 720 online surveys and subjected to empirical analysis, the findings suggest that work groups that are more agile can more readily realize the benefits of a knowledge sharing organization culture. Further, in contrast to the main body of existing literature, the findings indicate that there is little difference in these benefits among organizations operating in different sectors, notably, within the context of mainland China. These findings may be of interest to those with an interest in knowledge sharing, organizational agility, organizational behavior, sustainable organizations, collectivistic cultures, to practitioners with an interest in developing higher functioning organizations, and to social scientists in related research areas such as cultural studies and psychology.

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In just eight years, La Vêture has grown from a startup founded by three young French entrepreneurs to become the dominant player in retail e-commerce services for French apparel brands. But now with a staff over 100 people, and three floors of open space in the city center, the company is facing a number of challenges. La Vêture is grappling with questions such as whether or not the founder's original business model and vision are well aligned with current market conditions, and whether or not the informal, entrepreneurial management style and company culture have hidden costs which are preventing the company from further developing. Employees sometimes find themselves caught in impossible dilemmas. The e-commerce manager and the newly hired human resources manager are trying to chart a way forward.