Innovation and Sustainable Competitive Advantage: From Regional Development to World Economies 2833 Share it or Keep it to yourself? Inculcating Knowledge Sharing Behaviors at Workplace Using a Culturally Oriented Framework Hanan Al Muhairi, University of Wollongong in Dubai, Dubai, United Arab Emirates, hanan.almuhairi@gmail.com Norhayati Zakaria, University of Wollongong in Dubai, Dubai, United Arab Emirates, norhayatizakaria@uowdubai.ac.ae Abstract: This conceptual paper explores the influence of organizational culture on knowledge sharing (KS) behavior. In specific, we will focus on two types of KS behaviors: collaborative and the competitive. Both types of behaviors will be mapped against different cultural dimensions as laid out in a theoretical framework called Hofstede (1984). The first section introduces the significance of KS and gives definitions of key concepts and the theoretical frameworks. The next section presents a culturally-oriented framework of KS behaviors. We propose that a collectivistic culture which inculcates collaborative behaviors within an organization promotes KS behavior in that organization. Paradoxically, individualistic culture that advocates competitive behaviors within an organization could either promote or hinder KS. Following that, we discuss the implications of KS for multinational corporations (MNCs) when cultural factors are taken into consideration, and the contribution of culture and knowledge sharing to the literature of knowledge management and international management. We conclude the paper with directions for future research on understanding other aspects of KS behavior. Keywords: Knowledge sharing, organizational culture, collaboration, competitiveness Introduction Frequently, people in organizations are often confronted with the conflicting strategic question posed by others, “Will you share it with me, or will you keep it to yourself?’ where "it" represents a piece of knowledge. This is the essence of the contradictory phenomenon of knowledge sharing (KS) behavior in the workplace. Many studies have looked at the both sides of this question: the factors that facilitates knowledge sharing and those that hinder such behavior. Unfortunately, a limited number of studies have looked into the abovementioned questions relating to why and how culture influences such behaviors (Magnier-Watanabe & Senoo, 2010). Magnier-Watanabe and Senoo (2010) clearly stated that organizational culture plays a crucial role in the different knowledge sharing activities; as a result organizations which have a positive organizational culture are more likely to be successful in knowledge management (KM) implementation than organizations which do not. Several studies further established that in order for organizations to successfully implement KM, knowledge sharing behaviors must be strongly inculcated throughout the organization (Arling & Chun, 2011; Chen and Huang, 2010; King & Marks, 2008). Without an adequate flow of relevant information and an appropriate knowledge base within the organization, employees cannot perform effectively and efficiently (Ambrosio, 2000; Chua & Lam, 2005; Gupta & Aronson, 2000). The failure of KM implementation can result from many factors including insufficient implementation time (Guptara, 1999), lack of managerial ability (Bantel & Jackson, 1989), lack of KM awareness (Singh, 2011), and organizational culture (Storey & Barnett, 2000). Damodaran and Olphert (2000) pointed out that the incongruent organizational culture, specifically the knowledge-sharing culture, is the most important condition for KM success or failure. According to Su and Chow (2010), many well-established multinational corporations such as CIGNA, Dow Chemical, Hewlett-Packard, Shell, and Xerox have launched formal initiatives to support knowledge sharing among employees. Several studies have found that this extensive attention is given to knowledge sharing because it brings together the wide diversity of employees' knowledge, skills, and experiences, which then increases the firms’ effectiveness, helps in problem solving, prevents repeated mistakes, and