Imam Hossein University Strategic Management of Organizational Knowledge 2645-4262 4 3 2021 11 22 The Study of Knowledge-Sharing Effects on the Separation of Knowledge Employees and Related Risks in Knowledge-Based Organizations (Case Study: An IT Knowledge-Based Organization) The Study of Knowledge-Sharing Effects on the Separation of Knowledge Employees and Related Risks in Knowledge-Based Organizations (Case Study: An IT Knowledge-Based Organization) 1 22 206852 10.47176/smok.2021.1329 FA Seidmehdi Hoseini M.A of Industrial engineering, University of Neyshabur, Neyshabur, Iran Mostafa Jafari Associate Professor, Faculty of Industrial Engineering, Iran University of Science and Technology, Tehran, Iran Peyman Akhavan Essex Business School, University of Essex, Southend-on-Sea, U.K Faeze Darabian M.A of Industrial engineering, Tarbiat Modares University, Tehran, Iran Journal Article 2021 10 17 Today, knowledgeable human resources have the greatest role in the success of knowledge-based organizations. Knowledge sharing as one of the most effective components of achieving competitive advantage in these organizations can be a threat to their human resources; a threat that can bring various risks to the organization. This study investigates the undesirable effects of the knowledge sharing process on the level of knowledge staff separation and the risks created. The research hypotheses have been developed from the literature and tested on the data collected through a survey on an IT firm. In this research, a descriptive-applied research model has been utilized and its survey method and its statistical society are employees of a knowledge-based organization. The data has been collected using a designed questionnaire and expert opinion, and the reliability and validity of the extracted data have been evaluated by Cronbach's alpha, Kaiser-Mayer-Olkin, Bartlett tests, and the research hypotheses have been investigated using t-test, Chi-Square and Friedman tests. The results show that the negative effects of the knowledge sharing process on the separation of knowledge employees from the organization under study have a real nature and can play an effective role in their separation from the organization. This issue leads to the creation of risks in the organization, the most important of which to mention, are reduced productivity and increased costs of the organization. Today, knowledgeable human resources have the greatest role in the success of knowledge-based organizations. Knowledge sharing as one of the most effective components of achieving competitive advantage in these organizations can be a threat to their human resources; a threat that can bring various risks to the organization. This study investigates the undesirable effects of the knowledge sharing process on the level of knowledge staff separation and the risks created. The research hypotheses have been developed from the literature and tested on the data collected through a survey on an IT firm. In this research, a descriptive-applied research model has been utilized and its survey method and its statistical society are employees of a knowledge-based organization. The data has been collected using a designed questionnaire and expert opinion, and the reliability and validity of the extracted data have been evaluated by Cronbach's alpha, Kaiser-Mayer-Olkin, Bartlett tests, and the research hypotheses have been investigated using t-test, Chi-Square and Friedman tests. The results show that the negative effects of the knowledge sharing process on the separation of knowledge employees from the organization under study have a real nature and can play an effective role in their separation from the organization. This issue leads to the creation of risks in the organization, the most important of which to mention, are reduced productivity and increased costs of the organization. https://jkm.ihu.ac.ir/article_206852_bac6d696a1990fa09209640d83c94cb4.pdf