Abstract

The mining industry, in recognizing human resources as a vital production factor, simultaneously accepted the concept of knowledge sharing as a crucial factor in employees#x2019; contribution to operational effectiveness. Whereas mining companies in developed nations responded positively to recent changes in metals market, the Zambian mining sector#x2019;s response to local workforce shortages was weighed down with inadequacy. This study was undertaken specifically to examine the effects of knowledge sharing behaviour, organizational, and individual factors using data obtained from a cross-sectional survey conducted at five operating mines. Data analysis by means of structural equation models revealed weak impacts of knowledge sharing behaviour and significant positive impacts of organizational and individual factors. The overall conclusion suggests that the mining industry consider de-emphasizing the use of extrinsic rewards in favour of intrinsic rewards, as workers#x2019; mind-sets are inclined that way.