Managing knowledge in different locations around the globe has become a great concern for multinational corporations (MNCs) due to differences in individual cultural values. Such cultural differences inhibit the sharing of knowledge among employees. Ironically, the impact of individual cultural values on knowledge sharing has received limited attention in the international business literature. This research is an attempt to close this gap by examining the relationship between cultural values and knowledge sharing behavior. Data were collected from a sample of 231 senior officers in selected MNCs in Malaysia. Confirmatory factor analysis was employed to examine the reliability and validity of the measurement model. The structural equation modeling technique using AMOS software was used to test the model. Findings revealed that horizontal and vertical collectivism had significant positive impact on knowledge sharing behavior. Vertical individualism had significant negative effect on knowledge sharing behavior. Theoretical and managerial implications are discussed.