Thomas Burg points to an interesting article by James Robertson called 'Knowledge sharing' should be avoided. Robertson makes a very important point, that it's essential for those implementing knowledge sharing solutions to communicate with end users in their own language as much as possible.
... the concept of knowledge sharing will generate little enthusiasm (and therefore action) amongst staff. In fact, when asked (or instructed) to 'share your knowledge' staff will typically respond with confusion, passive resistance or hostility.
The simple fact is that staff simply don't 'share knowledge', they conduct whatever work activities are required in their jobs. In our terms this may include sharing knowledge, but to them they are 'updating client details', 'discussing project schedules' and the like.
In short, it's essential to think about what actual day-to-day problems you are solving, to communicate with end users in plain language, and to avoid jargon.
This is a good point when applied to many operational business functions, but much of our work is also with knowledge workers in the literal sense - often people who want and need to share knowledge with colleagues for the purpose of research, innovation or managing change.