A major challenge for senior leaders throughout the world is to inspire people to share knowledge (Akgun, Keskin, Ayar, & Okunakol, 2017; Razak et al., 2016). The study was a pilot trial of a specially designed knowledge sharing (KS) training intervention program that involved two versions of a digital game, with one version based on teamwork self-efficacy theory to inform the design of a future, full-scale experimental study. A convenience sample of 60 employees from a population of 143 in a subsidiary in Russia was randomized to ten three-person teams. Teams were randomized to groups: the intervention group played a digital game that contained elements of self-efficacy for teamwork, Digital Game Version Self-Efficacy (DG Version SE); the control group played a digital game devoid of elements of self-efficacy for teamwork, Digital Game Version Non- Self-Efficacy (DG Version NSE). The Behaviour (sic) in Knowledge Sharing questionnaire was used to answer the research questions: There is no difference in mean pre- and post-individual/team behavior in KS between team members who play DG Version SE and team members who play DG Version NSE at 275 minutes. Pilot trial outcomes included positive but not significant differences in individual behavior and team behavior in KS of participants who received DG Version SE in the intervention group compared to participants who received DG Version NSE. Data analysis also provided evidence of the feasibility and acceptability of the intervention's outcome measures. Apparent from the study's findings, changes are required before embarking on a future, full-scale experimental study.