This paper aims to assess the impact of individual factors (interpersonal trust, individual attitude, perceived benefit/costs, and individual self efficacy) and organizational factors (management support, incentives/reward, leadership, and organizational culture) on knowledge sharing intention and their impact to knowledge sharing behavior. The data were obtained by using questionnaires distributed to all researchers and staffs at Cancer Research Center C-Tech Labs Edwar Technology with 100 samples taken. This research center is the only Lab Cancer in Indonesia. Structural Equation Modeling (SEM) analysis was used to ascertain the proposed relationship. The present study found that four dimensions of individual factors (interpersonal trust, individual attitude, perceived benefit/costs, and self-efficacy) and four dimensions of organizational factors (management support, incentives/reward, leadership, and organizational culture) were significantly related to knowledge sharing intention and they mediate to knowledge sharing behavior.

The purpose of this study was to determine and analyze the effect of Transformational Leadership and Organizational Culture on the Turnover Intention of employees in insurance companies through Mediation from Organizational Commitment. The survey uses a sample of 100 of 113 Life Insurance Employees 'XYZ'. This study uses a quantitative approach and the data source is primary data. The data were analyzed with Smart PLS 3 to get the SEM model and the results of the hypothesis. Based on the results of hypothesis testing, shows that Organizational Culture has a significant effect on Organizational Commitment and Turnover Intention and Transformational Leadership has a significant effect on Organizational Commitment and a positive effect on Organizational Culture, but Transformational Leadership has no significant effect on Turnover Intention. Organizational Commitment can mediate between Organizational Culture and Transformational Leadership on Turnover Intention.

The development of technological progress is the focus of the company's attention to survive in the era of competition. Technology is a key to winning the competition. Unfortunately, many human resources in the company cannot utilize technology properly. Social media is an excellent knowledge-sharing platform for now and can be used to improve job performance within an organization. Therefore, this study aims to measure the role of knowledge sharing, the use of social media and trust in employee performance at PT. XYZ. This research used a quantitative approach by gathering 128 respondents using non-probability sampling techniques with the census method. The data testing technique used in this study is SPSS 22.0. This study found that the use of social media in the workplace had a positive and significant effect on sharing knowledge, trust, and job performance. Meanwhile, knowledge sharing positively and significantly impacts job performance, and trust positively and significantly impacts job performance.

The purpose of the study is to explore the enablers and barriers of knowledge-sharing and consider how knowledge-sharing is implemented by research centers. The literature review covers journals which are indexed (Scopus, ProQuest, and Thomson Reuters) and specialized in knowledge-sharing in research centers. The papers could be easily explored using the key search terms via search engines such as Google Scholar, Emerald Insight, and ProQuest. The review process included the studies from 1994 to 2018. Key search terms include “knowledge management”, “knowledge sharing”, “knowledge sharing enablers and barriers”, and “research centers” to reduce interpretation bias. Individual enabler factors supporting knowledge-sharing consist of social relations and networks, physical proximity to colleagues, a ‘no stupid questions’ culture, monetary rewards, trust, openness in communication, interactive communication, and intrinsic motivational factors. Meanwhile organisational factors include the provision of meeting facilities and informal spaces, appreciation of research by firms and society, diffusion and routine dissemination, simplification of the patenting process, organizational rewards, organizational culture, intention to knowledge sharing methods, extrinsic motivation factors, and others (teamwork, and solid research team). The study was approached from a theoretical perspective and the model proposed can be empirically validated by identifying statements for each dimension. Future research should explore more empirical studies from different countries especially case studiesin research centers. Keywords: knowledge management, knowledge sharing enablers and barriers, research centers

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