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This paper analyses Knowledge Sharing (KS) behaviour of employees during unplanned, work-related face-to-face meetings with colleagues. Hypotheses were formulated from theory on how this behaviour relates to three categories of known KS antecedents (knowledge components, organisational distance, and network aspects). Data are obtained from detailed diaries on behaviour of 138 R&D employees of a research-based multinational company during their unplanned KS meetings with each other. Results showdoi:10.1080/14778238.2018.1459254 fatcat:kqskw4mu3vetpjl2eu72xpcxjm