Knowledge sharing, organizational commitment and turnover intention among knowledge workers: a knowledge-based perspective

This study aims to theorize a knowledge-based perspective on organizational commitment and turnover intentions among knowledge workers. The authors contribute by examining the impact of knowledge sharing, and managerial human capital respectively, on commitment and turnover in a sample of 274 knowledge workers (engineers) from India. Additionally, the authors examine the crucial moderating role of intra-firm causal ambiguity on these relationships.

Using structural equation modeling and analysis of survey responses, the authors test a moderated mediation model to provide evidence of the positive impact of knowledge sharing and human capital, respectively, on turnover intention, mediated by organizational commitment. More importantly, the authors theorize and present evidence on the moderating role of intra-firm causal ambiguity, on these relationships.

The authors find that knowledge sharing behaviors are both intrinsically and extrinsically motivating for knowledge workers, which results in their emotional attachments and higher levels of identification and commitment, which subsequently results in lower turnover intention. Our findings also highlight the role of intra-firm causal ambiguity in making things difficult for organizations to retain talented employees in tough environments.

The authors provide a knowledge-based perspective of commitment and turnover in knowledge-intensive work contexts. The authors also contribute by provide an interesting account of the role of intra-firm causal ambiguity in knowledge processes leading to commitment.