Recently, the need for knowledge management has been drastically increasing in order for organizations to meet the high level of dynamic, complex business change and uncertainty. Particularly, knowledge sharing has been recognized as a critical process through which organizational knowledge can be utilized. For successful knowledge sharing, however, companies need to capitalize on various enablers. In light of this, the objective of this paper is to provide a better understanding of how these enablers can affect knowledge sharing intention and behavior. For this purpose, this paper thus proposes a theoretical framework to investigate these enablers from a socio-technical perspective. A field study involving 164 users reveals that social enablers such as trust and reward mechanism are more important for facilitating knowledge sharing than technical support in isolation.