With the accelerating process of global economic integration, knowledge sharing is the key role to improve the core competitiveness and innovation ability of the organization, and how to promote the behaviour of knowledge sharing is becoming the important strategic goal of the organizational knowledge managment. However, knowledge sharing hostility behaviors, such as the reasons of knowledge hoarding, the reasons of knowledge rejecting, and so on, commonly exist in all kinds of organizations, and have a huge negative impact on obtaining competitive advantage for those organizations. Thus, reasons and the governance of the production of Knowledge Sharing Hostility gradually become the focuses of knowledge managers and researchers. As to the phenomenon of hindering the sharing of knowledge in organizations, this research makes an open type questionnaire survey and analyzes documents about the knowledge sharing hostility behaviors. This thesis also analyzes reasons of this phenomenon from three dimensions: the reasons of senders hoarding knowledge, the reasons of receivers rejecting knowledge and the reasons of passive attitudes towards sharing knowledge about mistakes, defining this phenomenon as Knowledge Sharing Hostility, and the Questionnaire for Knowledge Sharing Hostility is also made. After analysis on exploratory elements, we would find that this Questionnaire includes three determiners: the reasons of knowledge hoarding, the reasons of knowledge rejecting, and the reasons of passive attitudes towards sharing mistakes and failures. There are also ten items in this questionnaire. Reliability coefficient of inner consistency between determiners and total scale are respectively: .865, .796, .705; .849. The result of confirmatory factor analysis shows the model matching each other well (χ2=40.959, df=32, χ2/df=1.280, CFI=.988, NFI=.947, GFI=.946, RMSEA=.045). From the empirical perspective, this paper intends to examining the relation between Knowledge Governance Mechanisms and Knowledge Sharing Hostility, as well as discussing the impact on this relation from interpersonal relationship among employees of the enterprises, the Questionnaire for Knowledge-governance Mechanisms, the Questionnaire for Knowledge-sharing Hostility, and the Questionnaire for Employee’s Relations were tested on 212 employees in knowledge-based enterprises, as well as data analysis with AMOS21 software. The results are as following: first, transaction-based mechanisms has a significant and positive impact on knowledge hoarding and knowledge rejecting, commitment-based mechanisms has a significant and negative impact on knowledge hoarding, knowledge rejecting and passive attitudes towards sharing mistakes and failures; Transaction-based mechanisms has a significant and positive impact on instrumental relationship, commitment-based mechanisms has a significant and positive impact on affective relationship, and has a significant and negative impact on instrumental relationship. Instrumental relationship has a significant and positive impact on knowledge hoarding and knowledge rejecting, affective relationship has a significant and negative impact on passive attitudes towards sharing mistakes and failures. Secondly, instrumental relationship plays a complete mediator role between transaction-based mechanisms and the reasons of knowledge hoarding and the reasons of knowledge rejecting, instrumental relationship plays a partial mediator between commitment-based mechanisms and the reasons of knowledge hoarding and the reasons of knowledge rejecting, affective relationship plays a partial mediator between commitment-based mechanisms and passive attitudes towards sharing mistakes and failures.