This study examined the antecedents and outcomes of knowledge sharing using survey data from 227 members across 23 organizations in the Gwangju-Jeonnam region. Psychological capital was considered as an antecedent of knowledge sharing, and supervisor-rated job performance was considered as an outcome variable. Additionally, the study sought to empirically test an integrative model of knowledge sharing by examining the moderating effect of task interdependence on the relationship between psychological capital and knowledge sharing. The findings from hypothesis testing are as follows. First, members' psychological capital had a significant positive effect on knowledge sharing. Second, task interdependence was found to have a negative moderating effect on the relationship between psychological capital and knowledge sharing. Psychological capital played a relatively more important role in knowledge sharing when task interdependence was low, and knowledge sharing was most active when both task interdependence and psychological capital were high. Third, knowledge sharing was found to have a significant positive relationship with job performance. Based on these findings, the implications and limitations of the study were discussed, and directions for future research were suggested.