Although a cooperative climate in the organization is thought to increase employee’s knowledge sharing behavior, research has shown that management faces significant difficulties in controlling and shaping the climate towards its interests. In this study we develop and test a contingency model of how two sources of individual heterogeneity–intrinsic motivation and job autonomy- moderate this relationship. Our field study reveals that a cooperative climate will more likely predict knowledge sharing when employees show lower levels of intrinsic motivation and increased levels of job autonomy.