Business context: They point out that employees are more likely to share knowledge if the knowledge sharing behavior is linked to business goals. They add that employees will share knowledge if it is linked with the common goal of the organization. These authors emphasize the need for business strategy to be communicated to employees. They claim that it is not enough to make sure that the KM system is simply aligned with the business strategy for knowledge sharing to occur. They indicate that it is important that the business strategy is communicated to employees such that a consensus of support is created (Ives et al., 2003, p. 3). (as cited in Wabwezi, 2011, p.17).

Organizational structure and role: According to the authors, supporting KS is encouraged by means of a two-part organizational structure which involves dedicated KM staff who run the knowledge processes, templates and technologies and the sponsors and integrators from the business units who own the knowledge content. The KM staff are sometimes referred to as knowledge champions. These people attain the role of change agents in an organization (Ives et al., 2003, p. 4). (as cited in Wabwezi, 2011, p.18).

Organization processes: The authors suggest that in order to create an atmosphere in which KS is likely to occur, it needs to be built into the daily work processes. If KS is a normal and expected part of the job then it is likely to be done. They claim that it is also important that everybody knows where and how to contribute to knowledge and what happens after their contribution is made (Ives et al., 2003, p. 6). (as cited in Wabwezi, 2011, p.18).

Organizational Culture: The authors stress the importance of organizational culture to KS but also emphasize the importance of understanding the cultural difference between individual workers. They point out that in a hierarchical organization where employees are competing for a decreasing number of positions, KS is less likely to occur. In a relatively flat organization that centers around functional or project teams, sharing is more likely to occur because personal knowledge may be seen as critical to promotion. Trust and integrity on the part of leaders will help to unlock employees‟ resistance to share. Once trust is established KS needs to be part of everything in the organization. They point out that steps to achieving a KS culture include: setting KS priorities, strong KS leadership, modeling by senior leadership (i.e. visible advocacy of KS behavior) and KS investment support (Ives et al., 2003, p. 8). (as cited in Wabwezi, 2011, p.18).

Physical environment: The authors claim that many organizations are beginning to recognize the need to create environments for KS, for example: quiet spaces, informal environments, relaxed physical environments enhanced with technologies that are appropriate for KS. The authors point out that physical environments shouldn‟t be taken for granted as individuals need a quiet space where they can reflect and input contribution. They claim that much KS occurs without the use of technology. Some of it is not occurs without prior planning. The sharing of best practice can occur in the coffee room or by the copy machine. However, many organizations are employing team spaces and scheduled team KS meetings to allow for these exchanges (Ives et al., 2003, p. 10). (as cited in Wabwezi, 2011, pp.18-19).