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This study uses a social influence lens to examine how key social referents influence individuals� knowledge sharing behaviors within and outside their subsidiaries. Using a multiple-survey research design, our empirical study shows that unit managers and co-workers act as key social referents. Their knowledge sharing behaviors have significant influence over individual knowledge sharing within the subsidiary. However, we found that in the higher-risk scenario associated with outside-subsidiary knowledge sharing, individuals model their unit managers� knowledge sharing behaviors only when they perceive the organization to be high in willingness to take risk. Finally, our study shows that unit co-workers are such an important social referent that, despite the higher levels of uncertainty and risk in outside-subsidiary knowledge sharing, individuals look to their unit co-workers for cues on desired knowledge sharing behaviors. This study extends previous research by investigating fundamental theoretical underpinnings of prior research that examine social influence on knowledge sharing.
