In recent decades, the importance of knowledge management for an organization has been recognized by society and leaders are more likely to introduce it into their organizations' management systems, however Wang and Noe (2010) stated that the success of knowledge management initially depended on knowledge sharing, which was the foundation of communication between employees. Therefore, these questions will be raised: what can influence knowledge sharing and how it can be influenced. This article will present a comparative review of two published studies, which are Knowledge Sharing in a Multicultural Context: A Case Study (Ford & Chan, 2003) and Knowledge Sharing and Team Trust: It's All About Social Bonds! (Wang et al., 2006), both authors answered the questions based on their studies. But while they both give us explicit conclusions and generally argue that knowledge sharing has a connection to social relationships, there are clear differences in the approach each takes to the study. Dr. Dianne P. Ford, who published in the Handbook of Knowledge Management, illustrates a finding that intercultural difference is a barrier to knowledge sharing and there is a slight difference between intracultural knowledge sharing and knowledge sharing intercultural using case studies and data analysis. (Ford & Chan, 2003) Dr. Wang and his colleagues appear to be more interested in the relationship between knowledge sharing and trust. They use the same methodology with Dr. Ford throughout the research to state that trust plays an important role in knowledge sharing, but can also be replaced by social bonding and networking in some specific contexts. (Wang et al., 2006) This paper is organized as follows....... half of the paper...... g the idea that when people meet a person they are not familiar with, they don't talk too much , so there is little knowledge sharing. Unless after a while a relationship of belief is established between them, they will no longer share knowledge. A social bond or network, I think, is just a bridge to bring people to meet others, but it has not reached the high level of replacement trust. Same with Ford and Chan, Wang et al. also use case study methodology and data analysis. But unlike previous ones who chose the best site for research, they use Wang's workplace, a technology research and development institute in Taiwan, as the study site. (Wang et al., 2006) Therefore, the whole study is about knowledge sharing within an innovation team, which is a certain component of the whole organization or company, greatly limits the scalability and extensibility of the results.