Citation: Afandy, D.; Gunawan, A.; Stoffers, J.; Kornarius,Y.P.; Caroline, A. Improving Knowledge-Sharing Intentions: A Study in Indonesian Service Industries. Sustainability 2022, 14, 8305. https://doi.org/10.3390/ su14148305 Academic Editor: Edmundas Kazimieras Zavadskas Received: 5 June 2022 Accepted: 5 July 2022 Published: 7 July 2022 Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affil- iations. Copyright: © 2022 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https:// creativecommons.org/licenses/by/ 4.0/). sustainability Article Improving Knowledge-Sharing Intentions: A Study in Indonesian Service Industries David Afandy 1,2 , Agus Gunawan 1,2,3, *, Jol Stoffers 3,4,5 , Yoke Pribadi Kornarius 1 and Angela Caroline 1 1 Department of Business Administration, Parahyangan Catholic University, Bandung 40141, Indonesia; d_afandy@yahoo.com (D.A.); yoke.pribadi@unpar.ac.id (Y.P.K.); angela.caroline@unpar.ac.id (A.C.) 2 MBA Department, Parahyangan Catholic University, Bandung 40141, Indonesia 3 NEIMED, Socio-Economic Knowledge Institute, 6419 AT Heerlen, The Netherlands; jol.stoffers@zuyd.nl 4 Faculty of Management, Open Universiteit of the Netherlands, 6419 AT Heerlen, The Netherlands 5 Research Centre for Employability, Zuyd University of Applied Sciences, 6131 MT Sittard, The Netherlands * Correspondence: agus_gun@unpar.ac.id Abstract: Managers of service firms should improve the knowledge-sharing intentions among employees to obtain knowledge stored in them and use it to provide better services to customers. Across types of organizations, especially professional bureaucracies and operating adhocracies, one question is whether service firms can use the same information technology infrastructure strategy to improve workers’ knowledge-sharing intentions. To address this question, 347 respondents working in service industries participated in this study, and focus group discussions were conducted among representatives of those firms to produce better interpretations of statistical results. Findings suggest a weak but significant relationship between information technology infrastructure and knowledge-sharing intentions. While entering a new normal period after the COVID-19 pandemic, effective information technology infrastructures appear to represent a natural and ordinary facility. Despite operating in disparate organization types, managers in both professional bureaucracies and operating adhocracies should build trust and relationships with workers to increase knowledge- sharing intentions. Keywords: knowledge-sharing intentions; information technology infrastructure; professional bu- reaucracy; operating adhocracy; service industry 1. Introduction Managing a service firm requires consideration of several special factors. First is maintaining service quality across workers. Customers develop disparate impressions when served by different workers because services are intangible, and in most cases, some degree of customization is required to meet a customer’s specific needs; service ownership cannot be transferred to other people since customers experience services directly [1,2]. Second is that managers should understand the workforce’s requirements well to address future challenges, technology intensity [1], and knowledge productivity [3]. In addition to these two characteristics, the most crucial factor is organization type. Mintzberg [4] categorizes five types of organizations—simple structure, machine bureaucracy, profes- sional bureaucracy, division form, and adhocracy—which are formed based on four aspects of organizational structure. First is operating core, strategic apex, middle line, technos- tructure, and support staff; second is method coordination, such as mutual adjustment, direct supervision, standardization of work processes, outputs, and skills; third is job specialization, behavior formalization, training and indoctrination, unit grouping, unit size, action planning, performance control system, liaison devices, and vertical or horizontal decentralization; and fourth is configuration, such as the age and size of the organization, and its environment. Sustainability 2022, 14, 8305. https://doi.org/10.3390/su14148305 https://www.mdpi.com/journal/sustainability