Knowledge management (KM) has keep shining and become a highlight for the organisation since 1990s as it has been proven in supporting a good performance and innovation. The KM cycle; Capturing, Coding, Publishing, Sharing, Accessing and Application concerning the good implementation of KM in the organisation shows systematically how information is transformed into knowledge via creation and application processes. Malaysian Public Sector has also structured their knowledge management practices by introducing Knowledge Management Blueprint in 2011 to guide all public sector entities in managing their organisational knowledge. The context of this study is a non-profit organisation and the performance measurement will be more on how the organisation delivers their services to their stakeholders efficiently. The research objectives for this study are to determine factors that influence successful knowledge sharing activities in the organisation, to determine the relationship between personal benefits, and organisational climate towards knowledge sharing activities, to determine the role of organisational structure towards knowledge sharing activities and to identify the relationship between personal benefits, organisational structure, and organisational climate on knowledge sharing activities. For this study, the researcher has chosen to conduct the study in the two ministries which are Ministry of Home Affairs and Ministry of Housing and Local Government. These two ministries are among the ministries which always dealing with public in term of providing best services related to the public concern such as illegal immigrants’ issues and housing issues. The results of the study show that among the three variables tested, personal benefits have a strong relationship on knowledge sharing. The findings show that there is a significant effect of organisational structure on the knowledge sharing activities in the Malaysian Public Sector. The organisational structure for this study comprises leadership style and organisational culture. The organisational leadership (management) needs to play a more significant role in supporting and promoting support knowledge sharing activities. They are encouraged to visibly demonstrate their support and commitment to promote knowledge sharing behaviours and the value of sharing knowledge internally and externally. The management may consider reducing the current practice of reporting system as the many departments in an organisation may face challenges in ensuring that the basic ideas and understanding of knowledge management are disseminated to all levels in the organisation.