Purpose – This paper aims to investigate cognitive antecedents of knowledge sharing (KS) by applying a belief elicitation study and embedding KS in an organizationally relevant context, work meetings. Design/methodology/approach – The study was carried out in two phases: an elicitation study (n = 18), and a survey (n = 200) based on its findings. The method, which combines a qualitative and a quantitative approach, is frequently used in the study of other behaviors (e.g. health behaviors) when applying the theory of planned behavior (TPB). Findings – Belief-based measures, informed by the elicitation study, were meaningful predictors of KS intentions. In line with TPB, attitudes, subjective norms and perceived behavioral control explained 47.7 per cent of the variance in KS intentions, which together with perceived behavioral control explained 55.2 per cent of the variance in KS behavior. Behavioral beliefs reflecting positive collective outcomes (new perspectives, knowledge diffusion/collective learning, increased interaction) were the most important predictors. Research limitations/implications – Single organization and the study design limit generalizability of the results. Practical implications – The findings suggest that by eliciting shared beliefs relating to specific KS behaviors, organizations may come a long way in understanding and subsequently influencing these behaviors. Originality/value – This is the first study to apply TPB on KS by investigating the underlying beliefs using an elicitation study. By demonstrating its utility, the study not only lays avenue for evidence-based interventions to improve KS in organizations, but also presents a method that bridges the gap between quantitative and qualitative approaches to KS.