Knowledge sharing occurs when an individual is genuinely interested to have or to give knowledge to someone then this process is successful and effective, if a person provided with wrong or vague knowledge that’s mean the knowledge sharing process is stuck over there.
Goh (2002) proposes that knowledge sharers should always share the full circumstances of a case, not selected circumstances.
Bornemann and Sammer (2003) say:
Knowledge as a resource of value creation, allows for exceptional marginal rates of productivity. This is due to the major attribute of knowledge: appreciating value with continuing use and sharing of knowledge instead of depreciating value of tangible products or natural resources (p. 21).
Hansen (2002) suggests that incomplete (partial) knowledge transfer might occur when intermediary channels are redundant since the quality of knowledge might be distorted, or less precise. No matter what individuals are apt to misunderstand, forget, filter, ignore or/and fail to pass on of the original content; nor whether this kind of withholding behavior is unintentional or deliberate, this consequently affects the overall organizational performance. This incomplete transferring of knowledge would incur a so-called knowledge depreciation or organizational forgetting (Argote, 1999).
This is also seen that people are ready to give their opinions or ideas on some issue but when they said to explain it with their own experience and observation then they become miser to tell the true thing because they don’t want to share their success tips to others.
Ellis (2001) reveals that:
Salespeople tend not to want to share hot selling tips, but they do want documentation of product solutions.
Argote (1999) says that knowledge depreciation, like the concept of currency depreciation, can be defined as knowledge losing its value. It usually occurs when first, employees quit a job without the transfer of their knowledge; second, existing organizational knowledge is obsolete (because the company temporarily loses its competitiveness); third, new creative products and services are rendered sub-standard by old know-how or unprofitable products; fourth, knowledge is incompletely transferred (or selective individual knowledge is shared and/or the sharing practices are only for some certain individuals); and fifth, organizational knowledge is difficult to access. This has negative impact on organizational performance such as the decreased level of productivity, the decay of customer satisfaction, unmet delivery commitment, inappropriate...