Purpose The purpose of this paper is to summarize the application of the theory of planned behavior (TPB) in predicting knowledge sharing behavior (KSB) based on a systematic literature review. Design/methodology/approach A meta-analysis was applied as a research methodology, and 47 studies were included in this study with a total population of 15,528 people (mean = 353). The authors summarized previous studies which used the TPB for predicting (KSB). Findings Findings reveal that KSB is determined jointly by knowledge-sharing intention (KSI) and perceived behavioral control (PBC). Intention itself is a function of attitude toward knowledge sharing, subjective norm surrounding knowledge sharing and PBC to perform KSB. Practical implications The primary implication of this meta-analysis is to deeply interpret the essence of KSB r and its determinants, in which managers can foster the conduction of this valuable behavior in their organizations. However, as a limitation, a remarkable threat to validity in the existing literature is a potential “cooperation bias” in which participants likely overestimate their knowledge sharing intention and knowledge sharing behavior. In future studies, this limitation can be addressed by measuring actual KSB. Originality/value This study is the first meta-analysis conducted to investigate the prediction power of the TPB for determining KSB. While there are several contradictions reported in the researches which used the TPB in the knowledge-sharing context, this research has summarized and reported the results.

Purpose This study aims to examine the influence of organizational citizenship behavior’s sub-constructs including altruism, civic virtue, sportsmanship, conscientiousness and courtesy on knowledge sharing behavior (KSB). It also pays attention to the effects of group emotional climate on the relationship between organizational citizenship behavior and knowledge sharing. Design/methodology/approach This research was conducted based on the quantitative research strategy by applying structural equation modeling. Using a random sampling method, this research surveyed 116 participants and analyzed the data via partial least equation modeling. Findings The results claim that altruism, conscientiousness and civic virtue have a significant effect on KSB, while the relationship between courtesy and sportsmanship with KSB were not significant. Furthermore, the findings depict that positive and negative workgroup emotional climate would impede or enhance KSB among people with a high level of altruism, conscientiousness and civic virtue. Practical implications Given the importance of knowledge sharing in the today knowledge economy, by comprehending the influence of group organizational citizenship behavior’s sub-constructs on knowledge sharing, managers would improve organizational knowledge sharing by developing a culture encouraging altruism, conscientiousness and civic virtue as a substitute for incentive pay. Moreover, promoting an emotionally supportive climate fosters knowledge sharing within people. Originality/value This study makes three distinct additions to the knowledge sharing literature. First, although there are little studies that investigate the relationship between organizational citizenship behaviors (OCB) and KS, a few of them examine the effects of OCB’s sub-constructs on KS behavior. Second, this is one of the first studies that examined the moderating role of workgroup emotional climate regarding knowledge sharing. Finally, examining the effect of OCB’s sub-constructs on KS in an Iranian public sector would contribute to the literature by broadening the examination of the constructs in a different context.

Purpose This paper aims to propose an approach by understanding how Oil Industries’ Commissioning and Operation Company (OICO) company fostered its knowledge sharing (KS) by using gamification approach and nudge theory. It also ascertains the process and challenges that OICO confronted during its three-year journey for improving its organizational knowledge performance. Design/methodology/approach The study used a qualitative research method and case study design. Data were collected from several sources, including the first-hand experiences and observations of the author during contributing in the company’s canonical action research, several in-depth face-to-face interviews conducted with the KM Department team members, the data gathered from the company’s KM software and studying the related organizational procedures and documents. Findings The results reveal that the gamification approach suits for developing KS reward system and knowledge performance management. It also explains that informing project managers about their project’s knowledge performance accompanied by emoticons would lead to higher supports of KM. The proposed approach by this case study improved the organizational KS and performance by 22 per cent semi-annually. Practical implications The described case is detailed deeply and would help KMers to follow it easily. The study would spark some ideas of how to use nudge theory in KM context. Besides, KMers can design a KM reward system based on the explained case. Originality/value This study contributes to the KS and KM rewarding system, especially in project-based organizations, as limited studies have been conducted to investigate the roles that the gamification approach can play in this field. Moreover, this is the first time that use of nudge theory and choice architecture is investigated in the context of KM.