It is generally accepted that knowledge sharing is a difficult task for organizations. Many reasons for this difficulty have been proposed. In this paper, we offer another. Specifically, we build on Zander and Kogut's work  and examine the relationship between knowledge dimensions and knowledge sharing. Departing from their study, we focus on person-to-person, rather than organization-to-organization, knowledge sharing. We surveyed 68 employees of a Workman's Compensation Board in Canada. To analyze the data, we employed Hierarchical Linear Modeling. The results demonstrate that complexity and teachability increased person-to-person knowledge sharing but observability did not. Contrary to expectations, the availability of codified knowledge in a knowledge management system (KMS) had no impact on person-to-person knowledge transfer; individuals were as likely to share knowledge person-to-person regardless of whether there was a KMS available that contained appropriate knowledge.