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HPWS and knowledge sharing behavior: The role of psychological empowerment and organizational identification in public sector banks
Author(s) -
Abbasi Saliha Gul,
Shabbir Muhammad Salman,
Abbas Mazhar,
Tahir Muhammad Sohail
Publication year - 2021
Publication title -
journal of public affairs
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.221
H-Index - 20
eISSN - 1479-1854
pISSN - 1472-3891
DOI - 10.1002/pa.2512
Subject(s) - organizational identification , moderation , knowledge sharing , work systems , public sector , identification (biology) , linkage (software) , business , moderated mediation , social identity theory , multilevel model , social psychology , psychology , organizational commitment , knowledge management , work (physics) , economics , social group , computer science , mechanical engineering , biochemistry , chemistry , machine learning , gene , engineering , biology , botany , economy
Taking a social identity perspective, we predict that high‐performance work system (HPWS) has a relationship with knowledge sharing behavior (KSB) through psychological empowerment (PE) in public sector banks in Pakistan. To test our hypothesized model, we collected a three‐wave research data from 276 employees from the banking sector of Pakistan. Results indicated that HPWS is positively related to KSB and PE mediated the linkage between HPWS and KSB. In addition, organizational identification moderates the indirect relationship between HPWS and KSB via PE, such that the indirect effect was stronger for employees with high organizational identification rather than low. This study sheds new light on the intervening process that explains how HPWSs influence employee KSB. The findings also extend the current literature by adding a moderator to explain when and why employees increase their knowledge sharing when work in HPWSs public sector banks.