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In addition to the conditions of knowledge sharing, Ipe (2003:343) identified four factors that need to be given attention when there is a focus on knowledge sharing between individuals in organisations. Ipe (2003:351) states further that although the four factors have been identified as significant, they do not exert their influence on knowledge sharing in isolation. The first factor that is discussed is the nature of knowledge, followed by motivation to share, opportunities to share and lastly the culture of work environment.

2.10.1 The nature of knowledge

Ipe (2003; 344) argues that different types of knowledge are valued differently within organisations. Ipe (2003:344) extends on Polanyi’s (1966) concept of tacit knowledge, stating that a large part of human knowledge cannot be articulated and easily made explicit. In addition, Ipe (2003:344) noted that the fact that tacit knowledge is the know-how that is acquired through personal experience and therefore is not easily codifiable and cannot be communicated or used without the individual who is the knower. Ipe (2003:344) concludes that tacit knowledge is a natural barrier to the successful sharing of knowledge between individuals in organisations.

Ipe (2003:344) emphasises that on the other hand explicit knowledge can be easily codified, stored at a single location, and transferred across time and space independent of individuals. Explicit knowledge is easier to disseminate and communicate, and therefore has a natural advantage over tacit knowledge (Ipe, 2003:344). However Ipe (2003:344) highlights further that the mere fact that explicit knowledge can be easily be transferred across individuals and settings, it should not assumed that it is easily shared in organisations.

Ipe (2003:344) presents Weiss, (1999) argument that the ability to articulate knowledge should not be equated to its availability for use by others in the organisation. Furthermore, Ipe (2003:344) highlights a distinction that was made by Weiss (1999) between explicit knowledge that is easily shared and that which is not, by introducing the notion of rationalised knowledge and embedded knowledge within the context of professional services organisations. Rationalised knowledge is defined as general, context independent, standardised and public (Ipe, 2003:344). It was further highlighted that the fact that this type of knowledge is separated from its original source and is independent of specific individuals, the knowledge is readily shared and available to all those who seek it (Ipe, 2003:344).

On the other hand, Ipe (2003:344) stated that embedded knowledge is context dependent, narrowly applicable, personalised, and may be personally or professionally sensitive. Ipe (2003:344) concludes that the explicit knowledge that is by nature embedded is not likely to be easily shared among individuals. Therefore, knowledge must be seen as more than just explicit and tacit in nature.

2.10.2 Motivation to share

Motivational factors that influence knowledge sharing between individuals can be divided into internal and external factors (Ipe, 2003:345). Internal factors include the perceived power attached to the knowledge and the reciprocity that results from sharing (Ipe, 2003:345). Factors such as the relationship with the recipient and rewards for sharing are known as external factors (Ipe, 2003:346).

2.10.2.1 Internal motivational factors

The increasing importance given to knowledge in organisations and the increasing value attributed to individuals who possess the right kind of knowledge are conducive to creating the notion of power around knowledge (Ipe, 2003:346). Ipe (2003:346) states further that if an individual perceives that power comes from the knowledge they possess, it is likely to lead to knowledge hoarding instead of knowledge sharing. Reciprocity of knowledge can facilitate knowledge sharing if individuals see that the value add to them depends on the extent to which they share their own knowledge with others (Ipe 2003:346). Reciprocity as a motivator of knowledge sharing implies that individuals must be able to anticipate that sharing knowledge will prove worthwhile, even if they are uncertain about exactly what the outcome will be (Ipe, 2003:346).

According to Ipe (2003:347), a negative aspect of reciprocity is the fear of exploitation, which was found to be a serious threat to knowledge sharing between individuals. Furthermore it was noted that the fear of exploitation is a reflection of extreme anxiety that individuals experience when they are being asked to give away valuable knowledge with very little or no benefit to them in return (Ipe, 2003:347). 2.10.2.2 External motivational factors

The relationship between the sender and the recipient of knowledge is one of the factors that motivate the sharing of knowledge among the individuals in the organisation (Ipe, 2003:347). According to Ipe (2003:347), the relationship with the recipient includes two critical elements, the first element is trust and the second element is the power and status of the recipient. Ipe (2003:347) highlights that trust is one of the primary dimensions influencing the actions of individuals in organisations. Another factor that Ipe (2003:347) highlighted as an aspect of the relationship with the knowledge recipients points to the power and status of the knowledge sharer vis- a-vis the knowledge recipient. Real and perceived rewards and penalties for individuals that come from sharing and not sharing knowledge influence the knowledge sharing process (Ipe, 2003:348).

2.10.3 Opportunities to share

Opportunities to share knowledge in organisations can be both formal and informal in nature (Ipe, 2003:349). Formal opportunities refer to training programs, structured work teams, and technology based systems that facilitate the sharing of knowledge (Ipe, 2003:349). In addition, Rehman et al. (2011:224) consider time and space as an important factor affecting knowledge sharing behaviour. If employees are too busy with their own job and do not have sufficient time to communicate with their colleagues then it is difficult for knowledge sharing to occur in such conditions.

2.10.4 Culture of the work environment

Organisational culture is increasingly being recognised as a major barrier to effective knowledge creation, sharing, and usage (Ipe, 2003:350).