Abstract

This article examines knowledge sharing in business environments and cultures that are hostile to knowledge sharing, focusing on knowledge sharing as it relates to individual behavior. Knowledge hoarding, apprehension about failures, and the Not-Invented-Here syndrome are examined, drawing on the examples of six Russian companies, including three with Western ownership. In knowledge-sharing hostile environments it is inadequate to apply traditional means for managing knowledge-sharing processes. Instead of encouraging, stimulating, and aligning incentives, managers need to initially force knowledge sharing in order to transform their organizations into knowledge-embracing cultures. Concrete guidelines for overcoming the barriers to knowledge sharing are outlined.