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Based on extensive literature review, this theoretical paper adds to the “soft skill” research stream by enlarging the scope of personality dimensions and their subsequent effects on project success and, second, considers dimensions heretofore not explored within the project management body of knowledge. We posit that a project manager's extent of communication apprehension, degree of innovativeness, level of self‐monitoring, conflict management style, degree of change orientation and Myers‐Briggs (MBTI) personality type can affect project outcomes. Additionally, we conjecture that organizational dynamics such as structure, incentive systems, and organizational project management maturity can moderate the relationship between these personality dimensions and project success.

PurposeResearch has shown that the current knowledge management (KM) practices are developed from the standpoint of the management and do not put enough emphasis on knowledge sharing from the non‐executive employees' perspective. However, it is important for organizations to understand – from the perspective of employees – the factors that motivate employees to share knowledge for successful implementation of any KM program. In this exploratory study, willingness of employees to share knowledge is the dependent variable. The purpose of this study is to explore the knowledge sharing factors from the employees' perspective.Design/methodology/approachUsing survey methodology, two large IT service and consulting organizations were included in the study to examine cultural, technological, motivational and organizational factors, which influence knowledge sharing within an organization from the perspective of non‐executive employees.FindingsThe study results showed that issues related to availability and usability of technology, leadership support and motivating structures were shown to have influences on knowledge sharing. The study also revealed that employees' willingness to share knowledge was not affected by their concerns about the loss of power or job insecurity.Research limitations/implicationsSelf‐reporting bias is a limitation of the survey study. Self‐report bias occurs when individuals would bring in their experiences, self‐perception, and their work environment when completing a survey. Even though the present study clearly indicates to the participants that it is anonymous, it is possible that sometimes participants may misreport and misrepresent their perceptions to make themselves look better. The study was exploratory, and it was limited to two organizations. This would therefore restrict one from generalizing the outcomes of the study.Originality/valueThis exploratory study contributed to a deeper understanding of knowledge sharing with empirical data from two large IT organizations based on the non‐executive employees' perspective rather than that of management.