Maybe these could be useful....happy hunting!

[1] H. a Smith, J. D. McKeen, and S. Singh, “Making knowledge work: five principles for action-oriented knowledge management,” Knowl. Manag. Res. & Pract., vol. 4, no. July 2005, pp. 116–124, 2006.

[2] C. W. Choo, The Knowing Organization: How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions. 2007.

[3] N. Van Long, A. Soubeyran, and R. Soubeyran, “Knowledge accumulation within an organization,” Int. Econ. Rev. (Philadelphia)., vol. 55, no. 4, pp. 1089–1128, 2014.

[4] R. Farenhorst, P. Lago, and H. Van Vliet, “Prerequisites for successful architectural knowledge sharing,” in Proceedings of the Australian Software Engineering Conference, ASWEC, 2007, pp. 27–36.

[5] N. Zaidman and D. M. Brock, “Knowledge Transfer Within Multinationals and Their Foreign Subsidiaries: A Culture-Context Approach,” Gr. Organ. Manag., vol. 34, no. 3, pp. 297–329, 2009.

[6] S. L. Jarvenpaa and A. Majchrzak, “Knowledge Collaboration Among Professionals Protecting National Security: Role of Transactive Memories in Ego-Centered Knowledge Networks,” Organ. Sci., vol. 19, no. 2, pp. 260–276, 2008.

[7] S. M. Tseng, “A study on customer, supplier, and competitor knowledge using the knowledge chain model,” Int. J. Inf. Manage., vol. 29, no. 6, pp. 488–496, 2009

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Knowledge is inextricably bound to human cognition and its management will occur within a structured psychological and social context. The psychological factors that impact knowledge sharing are (i) reciprocity, (ii) repute, and (iii) altruism; the social factors are (i) organizational culture, and (ii) the social networks that frame it.

Organizations adapt to their external environments by designing responsive structures and systems, adopting relevant technologies, and harvesting appropriate skills and qualities. Though constrained by their external environments, organizations make choices that, collectively, eventually define their cultures. These choices are influenced by the mission, values, and norms of each organization as well as the assumptions of its leaders. In due course, the choices will also define the success or failure of knowledge management initiatives, including knowledge sharing.

By examining what organizational configuration serves distinct professions, e.g., entrepreneurial, machine, diversified, professional, innovative, missionary, political, or (more recently) networked, one should be able to isolate and characterize for each the particular psychological and social factors that conduce or impede knowledge sharing.

Hi Luisa,

A few broad papers 

ADAMS, T. L. (2010) Profession: A Useful Concept for Sociological Analysis? Canadian Review of Sociology/Revue canadienne de sociologie, 47, 49-70.

LAMMERS, J. C. & GARCIA, M. A. (2009) Exploring the Concept of "Profession" for Organizational Communication Research: Institutional Influences in a Veterinary Organization. Management Communication Quarterly, 22, 357-384.

WHITCOMBE, S. W. (2013) Problem-based learning students' perceptions of knowledge and professional identity: occupational therapists as' knowers'. The British Journal of Occupational Therapy, 76, 37-42.

RICHARDSON, B. (1999) Professional Development: 2. Professional Knowledge and Situated Learning in the Workplace. Physiotherapy, 85, 467-474.

There is also some literature in the tourism/hospitality sphere that might be useful for you...

CHENG, H.-Y. & CHEN, W.-J. (2012) Factors affecting the knowledge sharing attitude of hotel service personnel. International journal of hospitality management, 31, 468-476.

KIM, T. T. & LEE, G. (2013) Hospitality employee knowledge-sharing behaviors in the relationship between goal orientations and service innovative behavior. International journal of hospitality management, 34, 324-337.

KIM, T. T., LEE, G., PAEK, S. & LEE, S. (2013) Social capital, knowledge sharing and organizational performance. International Journal of Contemporary Hospitality Management, 25, 683-704.

GHAZALI, A. (2005) Small Firm Owner-managers' Networks in Tourism and Hospitality. International Journal of Business and Society, 6, 37.

CHALKITI, K. (2012) Knowledge sharing in dynamic labour environments: insights from Australia. International Journal of Contemporary Hospitality Management, 24, 522-541.

KING, B. E., BREEN, J. & WHITELAW, P. A. (2014) Hungry for Growth? Small and Medium-sized Tourism Enterprise (SMTE) Business Ambitions, Knowledge Acquisition and Industry Engagement. International Journal of Tourism Research, 16, 272-281.

Best of luck with your study!

Kind regards,

Jennifer

Luisa

in the energy management space, the profession determines knowledge sharing behavior in an interesting way. 

Poster Transactive Energy Management: A different approach to energ...