<p>In the contemporary knowledge-driven economy, knowledge sharing has emerged as a critical organizational process for strengthening competitive advantage. Knowledge sharing helps organizations turn what people know into value for everyone, but it is still not common in many government workplaces, especially in developing countries. This study examines how knowledge is shared and what factors affect it in some government organizations in the Oromia National Regional State, Ethiopia. The research uses surveys from 242 employees and leaders, as well as interviews and group discussions. The study uses basic statistics and regression analysis. The results show that people who want to share knowledge, believe technology is essential, and work in a supportive culture are more likely to do so. On the other hand, the way the organization is set up and a person’s rank make it harder to share. Factors like age, education, and work experience do not matter much. Based on these results, the study introduces the Knowledge-Enabled Public Service Efficiency Theory, which sees knowledge sharing as a link between culture, leadership, technology, and how well things work.</p>