Ability, motivation, and opportunity (AMO) approaches have dominated stud ies of knowledge sharing in multinational enterprises (MNEs). We argue that there is a need to consider both the national and organizational cultural contexts. Beyond their direct infuence on knowledge sharing with colleagues in other busi ness units (BUs), national and organizational culture signifcantly reinforce the positive relation between individual motivation and knowledge sharing. Thus, our multi-level approach to knowledge sharing in MNEs gives rise to a contextualized AMO approach that provides a novel and more potent understanding of variations in knowledge sharing. At the individual level, our approach includes the degree of ability in the sense of professional competence, intrinsic motivation, and oppor tunities to interact with colleagues in other BUs. At the organizational and coun try levels, we examine the direct and indirect efects of a collaborative culture on knowledge sharing. We employ data from an MNE that operates across a variety of regions, including the Nordic countries, Central and Eastern Europe, and Southeast Asia. The sample consists of 11,484 individuals nested in 1235 departments in 11 countries. As well as confrming the signifcance of individual competence, intrin sic motivation, and opportunities for interaction for knowledge sharing, our fndings reveal that both organizational culture and national culture are important factors for our understanding of knowledge sharing. This suggests that over and above recruit ing intrinsically motivated employees, managers can enhance knowledge sharing by developing collaborative organizational cultures at the departmental level.