By integrating work-engagement theory with conflict framework, this paper presents a model to demonstrate how 2 types of conflict (task and relationship conflict) affect employees' knowledge sharing through 3 psychological states (experienced meaningfulness, experienced safety, experienced availability) and work engagement. Employees (N = 139) in 2 software development companies in China responded to a survey. The results show that task conflict improved 2 psychological states (experienced safety, experienced availability) and work engagement, which, in turn, increased knowledge sharing. Relationship conflict deteriorated the 3 psychological states and work engagement, which, in turn, affected knowledge sharing. Theoretical and applied implications of these findings are discussed.