Abstract: Based on the literature review, the influencing model of team-based performance appraisal on knowledge sharing is brought forward. The model has been tested by the valid data collected from 813 employees working in 234 work teams. The result implies that team-based performance does not improve knowledge sharing directly, but affects knowledge sharing indirectly through the mediating role of distributive justice perception, interpersonal trust, and team commitment. In addition, team characteristics that consist of task structure of team, ability structure of team members, and team efficacy, as well as procedural justice perception and interactive justice perception moderate the effect of team-based performance appraisal on knowledge sharing. Finally, some suggestions on how to implement team-based performance appraisal more effectively are provided.