Tacit knowledge, anchored in personal experiences and values, plays a major role in the strategic performance of professional employees. Most knowledge management(KM) professionals and academicians claim that majority of valuable knowledge assets of organisations are embedded in tacit form, in the minds of individuals. However, the biggest challenge of KM practitioners is that of motivating knowledge workers to engage in knowledge sharing with peers because they perceive tacit knowledge as a source of power and are often reluctant to share it, fearing loss of competitive advantage. Given this, a central issue in the KM domain continues to be the search on what drives knowledge workers to voluntarily engage in tacit knowledge sharing with coworkers. Furthermore, a better understanding of work-related implications of tacit knowledge sharing can be of particular relevance to KM professionals to establish the value of knowledge management in organisations. Against this background, the present examines the potential determinants and consequences of tacit knowledge sharing behaviour of knowledge workers through the lens of Social Capital Theory and Transformative Learning Theory, respectively. The study specifically aims to address how social capital dimensions influence the two basic pillars of tacit knowledge sharing - knowledge-contribution and knowledge-seeking. Simultaneously, the study examines the potential role of tacit knowledge sharing in enhancing creative performance of knowledge workers who actively engage in knowledge sharing with peers and attempts to investigate the factors that amplify tacit knowledge sharing-creative performance linkage. The results indicate that social interaction ties and interpersonal trust act as significant determinants of tacit knowledge sharing behaviour of professional knowledge workers. The study could also establish the distinct positive influence of tacit knowledge-contribution and tacit knowledge-seeking on individual creative performance and the moderation effect of bisociative cognitive style in strengthening the association between tacit knowledge sharing and creative performance of employees.