Knowledge has been identified as one of the most important resources that contribute to the competitive advantage of an organization. Such realization has led to a number of studies that have attempted to understand how organizations explore and exploit knowledge from a technological perspective. However, the chapter aims to go beyond the technological perspective by addressing the organizational and social issues of organizing global knowledge sharing. The research is based on an empirical investigation of knowledge sharing processes from an international organization. Through the social construction approach, the chapter traces the interactions between global knowledge management (KM) practices and the organizational context over time.