Haifa Bouras*
The study of knowledge sharing appears to be very interesting for HRM researchers. This enthusiasm is justified by the fact that knowledge sharing seems to be beneficial for subordinates as well by allowing them to broaden their fields of knowledge and skills and consequently to be more innovative and creative than for the whole company. by improving its managerial and or ganizational performance and ensuring its sustainability. In this vein, we can consider that empowerment is likely to be a factor in knowledge sharing. Thus, by granting more power and responsibility to “knowledgeworkers”, by sharing governance with them, by allowing them to seize opportunities and take initiatives, these individuals would become much better involved in their organization, would help each other more. and would now become psychologically “empowered” and as a result, they would become more willing to share their different knowledge, skills and expertise. In order to examine the link between psychological empowerment and knowledge sharing, we aspire to carry out a quantitative study on a sample made up of "Tunisian knowledgeworkers".
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