Abstract—This study investigates the causes of resistance or support by knowledge workers to the sharing of knowledge. Today, banks are starting to understand the relevance and importance of knowledge sharing. They are also beginning to appreciate knowledge as the most significant and valued asset that leads to organizational performance. Hence, promising motivational factors are expected to be helpful in emphasizing the need for employees to share not only crucial knowledge but also new knowledge to further ensure that the banking industry possesses the competitive edge they seek. This study investigates and thoroughly examines the intrinsic (trust, learning, behavior) and extrinsic (organization culture, reward system information technology) motivational factors that encourage widespread knowledge sharing among bank employees, especially in the dynamic and ever-growing Islamic banking sector in Malaysia. The research findings provide useful information and help deepen the understanding of banks about motivating their employees’ tendencies to engage in knowledge sharing practices. Index Terms—Knowledge sharing, islamic banking, islamic banks. I. INTRODUCTION Since the emergence of the well-known knowledge era that is radically changing the values in organizations [1], the long-term viability and prosperity of organizations have been viewed to be increasingly dependent on the organizations’ ability to leverage the concealed worth of this crucially acquired intangible knowledge. As the continuous change in market expectations and the demands for new products introduced by knowledge-intensive firms had gradually replaced the commodities of the capital and labor-intensive firms in previous years [2]. Knowledge sharing (KS) is unquestionably an important component for all organizations, especially for banking institutions pursuing knowledge as an intangible and well sought-after asset. In distinguishing the competitive and rapidly changing environment, KS does play an important role because it enables not only intellectual reuse but also the renewal of knowledge that is possessed by bank employees. Therefore, [3] emphasizes that these organizations must continuously motivate their employees to share valuable information so that their intellectual capital Manuscript received November 10, 2012; revised January 28, 2013. Abdusalam A. A. Abuazoum is with the Faculty of Science and Technology, Universiti Sains Islam Malaysia (e-mail: mukm2012@yahoo.com). Nurdiana Azizan is with the Computer Science Program at Faculty of Science and Technology, Universiti Sains Islam Malaysia (e-mail: nurdiana@usim.edu.my). Nursilah Ahmad is with the Corporate Administration and Relations Program at Faculty of Economics and Muamalat, Universiti Sains Islam Malaysia (e-mail: nursilah@usim.edu.my). can be leveraged. In recent years, numerous researchers and scholars have placed a great deal of emphasis on the need to create a KS culture in organizations and to implement business strategies that are more knowledge friendly. At the same time, organizations worldwide have been trying to undertake initiatives in introducing effective knowledge management (KM) by embedding KS practices in their daily work processes to achieve organizational performance [2]. For centuries, numerous banking services have grown to include financial services directed at both businesses and individuals at large, indirectly influencing economic practices, particularly in Malaysia’s banking arena. Hence, implementing KM initiatives is considered by the banking industry as vitally important to spearheading Malaysia’s economy. Consequently, banks pick up the initiative in setting up KM teams within their organizations [4]. With this in mind, banking institutions have realized that KS in KM should neither be deserted nor neglected in boosting their survival in this ever-challenging competitive environment. This study aims to examine KS strategies that help increase the tendencies of employees in Islamic banks in Malaysia to engage in KS practices. II. PROBLEM STATEMENT What differentiates Malaysia from other Islamic countries is the manner by which the Malaysian government has managed to implement a parallel system, wherein Islamic and conventional banks can function alongside each another, rather than full Islamisation [5]. The issue in our study includes insufficient personnel training [6]. Many Islamic banks recruit their employees from conventional banks, and these employees sometimes experience problems in understanding Shari’ah rulings. In conventional banks, which implement parallel system (Islamic banks) allows institutions to offer Islamic banking products and services using their existing infrastructure, including staff and branches [7]. This issue is to hire non-Muslim staff, and to hire staff that does not have information or knowledge about Shari’ah. This would create problem in the Islamic banking services to customer and as well as on the correct non-application of religious texts. The sharing of Islamic information among employees is weak because of the lack of appropriate training. As a result of the lack of independence of conventional Islamic banks, independent Islamic banks have become industry leaders, particularly because their employees are ready to share Islamic information. This result therefore reflects the problem on the growth and development of Islamic banking in Islamic banks as well as on the correct non-application of Knowledge Sharing for the Islamic Banking Sector in Malaysia Abdusalam A. A. Abuazoum, Nurdiana Azizan, and Nursilah Ahmad International Journal of Computer and Communication Engineering, Vol. 2, No. 3, May 2013 368 DOI: 10.7763/IJCCE.2013.V2.206