Knowledge Sharing: Knowledge sharing occurs when an individual is genuinely interested in possessing or giving knowledge to someone, then this process is successful and effective, if an individual receives faulty or vague knowledge, which means knowledge. the sharing process is stuck there. Goh (2002) proposes that knowledge sharers should always share all circumstances of a case, not selected circumstances. Bornemann and Sammer (2003) say: Knowledge as a value creation resource enables exceptional marginal rates. productivity. This is due to the major attribute of knowledge: the appreciation of value through the continued use and sharing of knowledge instead of depreciating the value of tangible products or natural resources (p. 21). Hansen (2002) suggests that incomplete (partial) knowledge transfer may occur when intermediate channels are redundant because the quality of knowledge may be skewed or less accurate. Regardless of what individuals are likely to misunderstand, forget, filter, ignore and/or fail to transmit the original content; nor whether this type of retention behavior is unintentional or deliberate, it consequently affects the overall performance of the organization. This incomplete transfer of knowledge would result in what is called knowledge depreciation or organizational forgetting (Argote, 1999). It is also seen that people are ready to give their opinions or ideas on an issue but when they say to explain it with their own experience and observation, then they become stingy in telling the truth because they don't want to. not share their success tips with others. Ellis (2001) reveals that: Salespeople tend not to want to share hot sales tips, but they do want product documentation. solutions....... middle of paper ......rs, and saved for future reference if necessary. Growing recognition of the business value of employee expertise has prompted organizations of all sizes and complexities to adopt many knowledge management principles and concepts. (Debowski, 2006)Organizational KnowledgeOrganizational knowledge draws on different sources of organizational knowledge, including data housed in organizational records and systems. Tsoukas & Valdimirou, (2001), documented and accessible explicit knowledge, and tacit knowledge held by employees, customers' shareholders and other stakeholders of the organization. Some major corporate knowledge systems include information databases, company website, library, and archives. Debowski, (2006) Figure 1.2 indicates the variety of sources that can contribute to organizational knowledge.