Knowledge Sharing (KS), as a serious part of promoting the organization’s success, is a process of swapping knowledge among families, people, and organizations. Therefore, this paper tries to study the impact of organisational factors on the effectiveness of the KS, via four important variables. We presented a project plan that contains four research hypotheses, with the effectiveness of the KS as a dependent construct. Data were collected by questionnaires. The size of the sample for structural equations has come to be 247 via the utilization of the sample measurement procedure. A case study was carried out in 247 employees of the East Azerbaijan Customs organizations in Iran include: Customs of Tabriz, Nurduz, Jolfa, Sahlan, and Maragheh. In our investigation, Smart PLS 2.0 has been utilised for the measurement assess. Besides, the structural equation modelling (SEM) procedure has been utilised for testing the validity and reliability of the supplied model’s measurement. The results showed that organisational culture is the most important factor in the effectiveness of KS. Furthermore, information technology (IT) acceptance, attitude towards KS, organisational climate, and attitude to KS play an important role in the effectiveness of the KS. As a general result, organization managers must implement KS in their organizations to improve organisational performance, reduce costs, enhance organisational innovation, and reduce repetitive work, through which international trade facilitates and helps the country’s economy. Also, the managers may arrange rules for the efficiency of rewards; moreover, they should maintain an open and conducive environment for new ideas and criticism. Managers of organizations should make the culture of teamwork pervasive through actions such as education of teamwork and identification benefits of working in teams. In this way, they can improve the attitude of staff to KS and information and reach behaviours accompanied by KS.
- knowledge sharing
- information technology acceptance
- organisational climate
- organisational culture