This conceptual paper aims to identify and present the potential negative impact of employee withdrawal on knowledge sharing in organisations, in the post-pandemic work landscape. Employee withdrawal can be broadly defined as “a set of actions that employees perform to avoid the work situation – behaviours that may eventually culminate in quitting the organisation” (Hanisch and Hulin, 1990). According to Colquitt and Lepine (2013), withdrawal behaviours come in two forms, namely psychological and physical withdrawal. Psychological withdrawal includes behaviours named: daydreaming, socializing, looking busy, cyberloafing, and moonlighting. The second form, namely physical withdrawal, includes tardiness, long breaks, missing meetings, quitting, and absenteeism. Since an enormous amount of knowledge in an organisation is personalised, researching employee withdrawal behaviours is particularly critical in the context of knowledge management (Durst and Wilhelm, 2011; Zieba, Bolisani and Scarso, 2016). It is especially important to explore the impact of employee withdrawal on knowledge management processes, in the context of the changing character of employment, the evolving nature of work (hybrid, fully remote), and the rise in withdrawal behaviours brought on by post-pandemic times (International Labour Organization, 2022). A recent Gallup survey revealed that as of the second half of 2021, the percentage of disengaged and psychologically detached workers in the U.S. has steadily increased (Harter, 2022). In the face of the above, there is a clear need to investigate how different types of employee withdrawal behaviours may potentially hinder knowledge sharing. To realize this aim, the authors of this paper have analysed the literature both on withdrawal behaviours and knowledge sharing. This present paper contributes to the academic literature on employee withdrawal, knowledge management, and human resources management in general, and provides food for thought for managers and owners of the organizations.