DescriptionInformation sharing plays a crucial role in internal integration because it helps interaction and collaboration. Activities can be effectively and efficiently coordinated to lower supply chain cost by decreasing operational waste and redundancies (Stank et al., 2001a; Rodrigues et al., 2004; Gimenez & Ventura, 2005; Forza, 1996; Vargas et al., 2000). In this research, we are interested in the effect of trustworthiness on people’s intention to share information between departments in an organization. Davis et al. (1995) found that trustworthiness is related to the trustee’s ability, benevolence, and integrity. I hypothesized that the extent to which a department shows high information sharing toward its partners (the other departments) depends upon how much the department believes that their partners are trustworthy. The research was conducted in both Bangkok, Thailand, and in New Jersey, USA, with the aim at examining whether culture plays an important role in people’s information sharing behavior. Factor analysis and multiple regression were used to examine the hypotheses. We found that Integrity trustworthiness was a powerful predictor of information sharing behavior of the participants in both New Jersey and Bangkok. By contrast, Benevolence trustworthiness positively but poorly predicted information sharing behavior in both countries. Finally, Ability trustworthiness was a positive and strong determinant of intention to share information in New Jersey, but it was a negative and weak predictor of intention to share information in Bangkok. These findings show that integrity is the most crucial part of trustworthiness when people engage in social exchanges. Counterparties with a low level of integrity may be perceived as dishonest or unreliable, and as likely to engage in undesirable or disruptive behaviors. Managerial implications and trustworthiness literatures are discussed.