The Role of Implicit Knowledge Sharing in Psychological Empowerment of Employees Studied Case: Business Management Staff, South Pars Gas Complex Company

Abstract

With the developmental approach to the importance of human resource management as a valuable asset in organizations, it can be noted that the existence of organizations is nothing more than organizational charts, financial and information resources. The truth is that organizations today know that if they want to be a leader in the economy and labor market and stay competitive, they should have professional, creative, highly motivated manpower; because human resources form a real wealth of an organization and using their potential skills is considered a main advantage for every organization. It would not be possible without support and commitment of staffs and making them involve in the organization; and empowering them is an useful technique in order to achieve this goal through benefiting from employee’s’ abilities. As empowerment, namely is the extraction of hidden power of individuals who are affected by many factors, one of which is implicit knowledge sharing. Therefore, the present study examines this issue that how and to what extent the improvement of the capacity of implicit knowledge sharing will impact the dimensions of empowerment in the organization. The research was descriptive and correlational. The population also includes 200 business management employees of South Pars Gas Complex Company, and 95 persons were selected randomly. Results of this research show that there is a positive and significant relationship between implicit knowledge sharing and 4 dimensions of psychological empowerment; but the magnitude of this impact varies and the most impact is on sense of