Knowledge-sharing behavior seems to be important for team functioning and performance. A theoretical model explaining antecedents that impact knowledge-sharing behavior and its interplay with shared knowledge within teams was investigated. In the present study, we examined the effect of the individual’s intention and five organizational antecedents (team communication, perceived appraisal, organizational communication, organizational support, and social ties) on knowledge-sharing behavior. Five production and five maintenance teams (123 participants altogether) working in a steel mill took part in the study to investigate the assumed relationships. The results indicate that knowledge-sharing behavior is positively affected by intention, organizational communication, and social ties. in turn, knowledge-sharing behavior had a significant impact on the shared knowledge corresponding to the four types of shared mental models (task, equipment, interaction, team), and as a trend, teams with a higher knowledge-sharing behavior seem to have greater shared mental model similarity. The implications of the findings are discussed in terms of further research in production settings and with regard to developing a knowledge-sharing intervention.
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