In today’s knowledge-intensive and digitally connected environment, knowledge sharing is a strategic imperative for sustainable organizational performance. This study investigates how coworker trust and IT usage influence knowledge sharing and, ultimately, contribute to organizational sustainability. Drawing on Knowledge Management (KM) theory, Organizational Culture Theory, and the Technology Acceptance Model (TAM), and situated within the Virtual Human Resource Development (VHRD) framework, this research develops an integrated model linking relational, technological, and cultural drivers of sustainable knowledge flow. This study collected data from 228 salespeople working in a large South Korean organization equipped with digital knowledge management systems, allowing for a focused examination of knowledge-sharing behaviors within a performance-driven and digitally mediated work environment. Structural equation modeling (SEM) was employed to test the hypothesized relationships. Results show that both coworker trust and IT usage significantly enhance knowledge sharing and sustainability. Moreover, knowledge sharing functions as a key mediator between these antecedents and sustainability outcomes. This study contributes to the HRD field by: (1) reframing coworker trust as a culturally embedded and structurally influenced construct shaped by shared norms and assumptions; (2) extending TAM to high-autonomy, digitally mediated contexts; and (3) positioning knowledge sharing as a critical mechanism for long-term sustainability in virtual HRD environments. The findings offer actionable insights for organizations aiming to foster resilient, knowledge-driven cultures in increasingly virtual workspaces.
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