At present, knowledge, especially tacit knowledge, has become the core source of value creation. Domain specialists or senior employees are vital to the survival and development of companies because of their tacit knowledge. Therefore, this study investigates and compares the elements that influence construction project workers in sub-Saharan Africa from sharing their tacit knowledge. A survey approach was utilised to evaluate the hypotheses from two sub-Saharan African countries. This study indicates that the mediation effects of organisational culture differ between the countries and reveal that tacit knowledge sharing is not practiced globally but practiced separately in relation to culture. Management is recommended to provide a work atmosphere that promotes workers to share and discuss their knowledge. This study illustrates several theoretical and practical consequences, such as developing a theoretical and practical understanding of dual countries by enhancing the concept of knowledge sharing