It has been prompted with regard to knowledge sharing that it decreases costs in organizations, aids development of new products, enhances group dynamics, and improves competitive skills of organizations. However, in an organization, promotion of knowledge sharing can be an exigent process. It may lead to a sense of losing valuable asset, at a personal level. One of the challenges encountered by managers presently is the promotion of creation of new knowledge and it's sharing. Even the most advanced knowledge and administration designs which organizations utilize for endorsing knowledge sharing tend to fail sometimes because of certain interpersonal factors hampering individuals' intention and ability of sharing knowledge.

Many studies on knowledge sharing can be conducted in the context of interpersonal and group traits, organizational and cultural or motivational.

Studies on knowledge exchange generally focused in the domains of information sciences, organizational behaviour, psychology and strategic management. Whatever domains are explored, it has been observed that the lack of concern related to the interpersonal aspects, which have the impact on knowledge exchange at the level of individual and organization, is the main reason for the failure of the knowledge management systems in the organizations.

Also, the mental state regarding knowledge exchange undergoes an impact directly or indirectly by many aspects. These aspects include management characteristics and administrative interventions like giving of the rewards and incentives in order to promote knowledge exchange; and the traits of the knowledge providers like the level of bond they share with the company, trust among co-workers and administration, sources of motivations. These factors help individuals in deciding whether they should share the knowledge or not.

At an individual level, many researches and studies have been conducted which gives a synopsis of the knowledge exchange and the mental state regarding it. Various interpersonal aspects play a fundamental role in influencing the knowledge exchange like emotional intelligence, work engagement, interpersonal trust, personality and motivational aspects.

This book is based on a study that is one of a kind in that it incorporates several psychological factors in a single model which, according to literature, may affect knowledge sharing behaviours in an organization. Studying such a comprehensive model is beneficial as it gives clearer insights into the interrelationships between several factors, while accounting for the mediating relations. For example, emotional intelligence, work engagement, interpersonal trust and motivation are all proposed to mediate relation between Big-5 personality and knowledge sharing. At the same time several interrelationships between these variables have been proposed. For example, motivational factors are proposed to be affected by interpersonal trust, at the same time such motivational factors are supposed to affect the work engagement for employees. A comprehensive model as taken in this study facilitates to understand the exact extent to which different factors are interrelated and in what indirect or direct sense do they affect sharing of knowledge in the organizations.