HPWS and knowledge sharing behavior: The role of psychological empowerment and organizational identification in public sector banks

Abstract

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.