The purpose of this study is to explore the relationship between organizational values and knowledge sharing behaviors within organizations. The research adopts a qualitative approach, drawing on in-depth semi-structured interviews with 24 stakeholders across five organizations in knowledge-intensive sectors, including technology, consulting, and higher education. Data were analyzed using thematic analysis, guided by both deductive coding (based on the four focal values) and inductive techniques. Trust fosters psychological safety essential for open exchange, while transparency structures clear expectations and reciprocal participation. Collaboration extends knowledge sharing beyond formal tasks into collective ownership through informal networks. Empowerment drives proactive knowledge contribution when paired with supportive leadership. These values shape not only the frequency but also the quality of knowledge exchange, enhancing organizational learning and innovation. While previous research has examined the role of organizational culture in knowledge sharing, this study adds value by quantifying the impact of specific organizational values and providing actionable insights for managers.