Knowledge sharing is a critical component of the knowledge management process, yet organizations often struggle to encourage employees to share their insights. This paper explores the challenges of knowledge sharing, suggesting that it can be viewed as a social dilemma, similar to a public-good dilemma. It argues that sharing knowledge can carry individual costs, leading to a collective dilemma where cooperation is difficult to achieve. The paper reviews research on social dilemmas and proposes interventions to encourage knowledge sharing. These interventions are categorized into three types: restructuring pay-offs for contributing, increasing perceived efficacy of contributions, and enhancing group identity and personal responsibility. The paper discusses the strategic value of organizational knowledge and how it can be considered a public good. It highlights the importance of understanding the social dynamics that influence knowledge sharing and how these dynamics can be addressed through various interventions. The paper also emphasizes the role of information technology in facilitating knowledge sharing and the need for organizations to create environments that encourage collaboration and innovation. Key interventions include restructuring pay-offs to make sharing more rewarding, increasing the perceived value of contributions, and fostering a sense of group identity and personal responsibility. These interventions are supported by research on social dilemmas and have been shown to enhance cooperation and knowledge sharing. The paper concludes that by addressing these factors, organizations can create a more effective knowledge management system that benefits both individuals and the organization as a whole.Knowledge sharing is a critical component of the knowledge management process, yet organizations often struggle to encourage employees to share their insights. This paper explores the challenges of knowledge sharing, suggesting that it can be viewed as a social dilemma, similar to a public-good dilemma. It argues that sharing knowledge can carry individual costs, leading to a collective dilemma where cooperation is difficult to achieve. The paper reviews research on social dilemmas and proposes interventions to encourage knowledge sharing. These interventions are categorized into three types: restructuring pay-offs for contributing, increasing perceived efficacy of contributions, and enhancing group identity and personal responsibility. The paper discusses the strategic value of organizational knowledge and how it can be considered a public good. It highlights the importance of understanding the social dynamics that influence knowledge sharing and how these dynamics can be addressed through various interventions. The paper also emphasizes the role of information technology in facilitating knowledge sharing and the need for organizations to create environments that encourage collaboration and innovation. Key interventions include restructuring pay-offs to make sharing more rewarding, increasing the perceived value of contributions, and fostering a sense of group identity and personal responsibility. These interventions are supported by research on social dilemmas and have been shown to enhance cooperation and knowledge sharing. The paper concludes that by addressing these factors, organizations can create a more effective knowledge management system that benefits both individuals and the organization as a whole.