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Knowledge sharing within organizations has significant benefits for group and organizational performance. This study aims to identify the combinations of individual and relational factors that influence high- and low-intensity knowledge sharing among workers using the ability-motivation-opportunities (AMO) framework.

This research adopts a qualitative, set-theoretic approach, using fuzzy set qualitative comparative analysis (fsQCA) to analyse data collected from knowledge workers in an international corporation.

Our findings show that knowledge sharing is fundamentally relational, meaning that the quality and history of interaction with co-workers affect the intensity of knowledge-sharing behaviour. All AMO dimensions prove important for sharing, although some of them can substitute one another. However, if there is a lack of ability and opportunity, employees will not share knowledge even if they are motivated by reciprocity.

The results offer human resources and project management practice alternative combinations of individual and relational factors that can be used to streamline knowledge sharing, emphasizing the need to invest in building relationships among co-workers.

This study contributes to the literature by identifying configurations of core and peripheral conditions pertaining to abilities, motivation and opportunities that can facilitate or constrain knowledge-giving.