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The purpose of this paper is to identify factors that facilitate individual knowledge sharing. Specifically, the authors investigated the roles of coworker support and individual characteristics, i.e., exchange ideology and learning orientation on knowledge sharing.

Data were collected from questionnaires distributed to employees and their direct supervisors in two companies in South Korea. Hierarchical regression analyses and simple slope test were performed to test the hypotheses.

Coworker support and learning orientation is positively but exchange ideology is negatively related to knowledge sharing. Furthermore, when coworker support is low, knowledge sharing is mainly dependent on each individual’s characteristics. However, when coworker support is high, employees showed high level of knowledge sharing irrespective of their individual characteristics.

This study suggested that the support from coworker as well as individuals’ characteristics plays an important role in determining their knowledge sharing behaviors. Moreover, the authors found the significant interaction effects of coworker support and individual characteristics on knowledge sharing, drawing on insights from trait activation theory.

For organizations to encourage individual knowledge sharing behaviors, they may need to maintain the work environment that encourages the peer workers to support each other.

Although many actions have been adopted to foster knowledge management in organizations, employees may still be reluctant to share their knowledge. This paper highlights not only the main effects of coworker support and individual differences but also the interaction effect between them in facilitating knowledge sharing.

The purpose of this paper is to introduce a new conceptual model that incorporates internal service quality as a mediator between service climate and employee performance and two personal cultural orientations (independence and interdependence) as the moderators of these relationships.

An online survey of 353 employees representing 19 different nationalities, working in 18 branches and offices of a multinational business-to-business (B2B) civil engineering services firm, spread across 14 countries.

All the hypotheses are supported. Specifically, internal service quality mediates the influence of service climate on employee performance and these relationships are stronger for employees with interdependent (vs independent) cultural orientations.

This paper uses data collected from the employees in a single B2B firm in one industry (Civil Engineering Services) and focuses on a few key variables, which may restrict the generalizability of its findings.

The findings of this paper highlight the importance of cultural factors in building a service climate in multinational service organizations to help their employees work more effectively and efficiently with their colleagues from diverse cultural backgrounds.

This paper clarifies the relationships among service climate, internal service quality and employee performance, by showing that internal service quality mediates the influence of service climate on employee performance.