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Purpose This paper aims to examine a research model that links knowledge sharing enablers, processes and outcome dimensions in law enforcement in the United Arab Emirates (UAE). It attempts to examine the impact of knowledge self-efficacy and top management support on knowledge donating and collecting. It also attempts to examine the effect of these two aspects of knowledge sharing on firm innovation capability. Design/methodology/approach This study used a quantitative approach, with data collected by questionnaire from 685 police officers in a law enforcement agency in the UAE. Findings Knowledge self-efficacy and top management support have a positive impact on knowledge donating and collecting. Only knowledge collecting, however, had a positive effect on firm innovation capability. Research limitations/implications The study has significant academic and practical implications. It supports a previous research model that links enablers, processes and outcomes of knowledge sharing, and confirms them in the context of law enforcement in the UAE. It could also help law enforcement agencies to promote a knowledge sharing culture to support innovation in the UAE. Originality/value The research model is likely to be particularly valuable in knowledge-intensive organizations such as the law enforcement sector. Knowledge sharing is often overlooked by organizations in the UAE because there has to date been little research in this field.