On Knowledge Behaviors, available at https://www.researchgate.net/publication/266477251_On_Knowledge_Behaviors, argues that where large organizations make an effort to boost knowledge sharing, the solutions they fabricate can aggravate problems. Designing jobs for knowledge behaviors and recruiting people who are positive about sharing to start with will boost knowledge stocks and flows at low cost.

PS: Other than that, a more traditional approach to fostering knowledge sharing is to link related behavior to annual performance evaluations. The presumption is that the value of knowledge management should be reflected in performance reviews so managers and staff may see that knowledge generation and knowledge sharing are principal behaviors their organization encourages and rewards.

Article On Knowledge Behaviors

I believe you may refer to the following article:

A measure of knowledge sharing behavior: Scale development and validation

Article in Knowledge Management Research & Practice 7(1) · March 2009

The following papers should be helpful to your topic: 

• Bock, G.-W. and Kim, Y.-G. (2002) Breaking the Myths of Rewards: An Exploratory Study of Attitudes about Knowledge Sharing, Information Resource Management Journal, 15, 2, pp. 14-21.
• Bose, R. (2004) Knowledge management metrics, Journal of Intellectual Capital, 104, 5/6, pp. 653-665.
• Grossman, M. (2006) An Overview of Knowledge Management Assessment Approaches, The Journal of American Academy of Business, 8, 2, pp. 242-247.
• Hunt, D., P. (2003) The concept of knowledge and how to measure it, Journal of Intellectual Capital, 4, 1, pp. 100-112.
• Liebowitz, J. and Suen, C., Y. (2000) Developing knowledge management metrics for measuring intellectual capital, Journal of Intellectual Capital, 1, 1, pp. 54-72.

Thanks for all replays 

This is an anecdotal response, but in my experience, the attitude toward knowledge sharing has a lot to do with culture - both local general culture, and corporate culture. 

The old adage, "knowledge is power" holds true today, as ever, but its meaning has changed. Some people still cling to the notion that knowledge needs to be guarded, secret, limited (as in medieval guilds) if we're going to benefit from its power. But in today's world of social networks and search engines, being identified as a "goto" person who has knowledge and shares it opening actually provides more power and influence than keeping it secret.

This functions in the long run, even if some people will take advantage of the knowledge you share to work against you.

Do I have a methodology to measure this? Alas, no. But it is something that I have observed empirically in my own career and with others.

I agree with Ray on culture. Metrics to measure are qualitative an example is in case study 4.1 from the book by Newell ; Managing knowledge work and Innovation 2nd ed.

Abram, thank you for the reference to some metrics!

Dear Maram,

I am very in tune with Ray, You can observe and next can measure the behavior itself and the factors that affect it if you distinguish four types of knowledge sharing

-- with bosses

-- with colleagues

-- with subordinates

-- with business partners.

In the first three cases you must deal with power, time, necessity, teaching skills, the proportion between codified (possible to be expressed in written or oral form) and non-codified (possible to be transmitted only through direct observations and action learning) knowledge to be transmitted and, indeed, acceptance in the specific culture of particular actions (like acceptance of teaching your boss). The the last case (knowledge sharing with business partners) you must create win-win situations for your business partners to absorb your knowledge.

Once you figure out which one of the four types of knowledge sharing you wish to study, you will be able to develop your own metrics, without looking at sometimes very strange "pseudo-academic" sources.

Bests,

Igor

Thanks for all replies and useful information