Relying on explicit knowledge sharing and old-style training courses is simply no longer effective knowledge management tools; therefore, understanding the role of tacit knowledge retention as part of knowledge management is becoming increasingly more important to fulfil the organisation strategic goals. To attain the aim, theoretical and empirical study using (271) samples from different international oil and gas companies have quantitatively assessed the impact of organization behaviour at the individual level on tacit knowledge retention within the organization. Analysis reveals that there is a positive and significant correlation between individual factors and the quality of knowledge sharing. Positive individual attitude, which reflected in willingness to share and transfer knowledge does improve tacit knowledge retention and fulfil the strategic goals such as competitiveness advantage and improve the performance, productivity and employee’s effectiveness.
individual behaviour, knowledge management, tacit knowledge, oil and gas
M10