Purpose-This paper aims to identify empirically the influence of learning mechanisms provided by organizations on knowledge sharing in the organizational environment. Design/methodology/approach-A quantitative study was developed in which a sample of 268 individuals from civil and military organizations of the Federal Direct Administration was researched. The questionnaire used was composed of the Organizational Learning Mechanism Scale, which was adapted at the time of the present study, in addition to a scale on knowledge sharing, which was developed within the scope of this research. After performing the factorial analysis for both scales, a canonical correlation analysis was performed between the group of variables associated with the learning mechanisms (independent variables) and the group of variables on knowledge sharing (dependent variables). Findings-The results found in the canonical correlation analysis indicate that the learning mechanisms are responsible for explaining 35 per cent of the variance (R 2 = 0.352) of the group of variables on knowledge sharing. Practical implications-The findings of this research can help the researched organizations to increase the knowledge management actions, mainly in relation to the actions that favor social interaction among the individuals in the work environment, making possible the exchange of knowledge and experiences in the internal organizational context, and exploring in a positive way actions related to internal acquisition. Social implications-The deeper knowledge about the relationship between organizational actions promoted by top management and knowledge support decision-making in the organizational environment regarding contextual factors that influence social interaction between individuals. In relation to the sharing of knowledge, a high correlation of knowledge absorption and reproduction aspects with the knowledge sharing phenomenon was perceived, so that the possibility of organizations thinking in ways that provide the individual with formal and informal environments can be foreseen. Originality/value-The main contributions of this research are to measure the intensity of the relationship between learning mechanisms and knowledge sharing; and to test the predictive effect of learning mechanisms on knowledge sharing. Regarding the methodological aspects, it was opportune to approach the phenomenon through a little used lens in the context of administration research: the analysis of canonical correlation, which represents another look at the influence of the actions of the top management and the interaction of individuals. The discussions and the data analysis carried out in this research allow us to

The purpose hereof is to adapt the Organizational Learning Mechanism Scale (OLMS), which deals with organizations’ actions to create procedures and practices for knowledge acquisition, storage, sharing, and use. The adaptation of this scale was based on the validation of the scale for the Brazilian context, and on a theme-related literature review. The adapted scale was submitted for semantic and theoretical validation by judges and for the application of a pilot test in a small sample. The data of 268 public servants who work in military and civil organizations were collected through electronic means. Once the recommended prior analyses were conducted, we performed a factorial analysis, identifying 3 factors: Internal Acquisition Mechanisms (11 items and α = 0.924), Codification and Control Mechanisms (8 items and α = 0.899), and External Acquisition Mechanism (3 items and α = 0.726), which explain a total variance of 62.20%, results that were superior to those found in the first adaptation of the OLMS. The final results point to an instrument with good statistical parameters and which is responsible for a great amount of the construct’s variance, indicating new directions for the execution of new research.