As employees' talents and competencies have become crucial invisible assets to guarantee companies' competitive advantage, knowledge sharing is acquiring increasing importance as a mechanism that may facilitate the transmission and widespread circulation of knowledge between employees. This is crucial also considering that European companies are nowadays experiencing, among their workforce, the simultaneous presence of different generations of employees, as well as the progressive retirement of Baby Boomers, who traditionally represented the organizational core workforce. In this scenario, it is compelling to identify which organizational factors may facilitate knowledge sharing among employees, and which effect they may have on their employability, seen as a resource for both individuals' career potential and organizational performance.
Drawing on Witherspoon et al. (2013) framework of organizational predictors of knowledge sharing, intertwined with the resource-based model of employability by Lo Presti and Pluviano (2016), we examine if organizational inclusion practices, workplace intergenerational climate, and employability climate predicted knowledge sharing, finally impacting on resource-based employability.
To achieve our aims, we set up a three-wave longitudinal study carried out on Italian employees. Data are analyzed through structural equation modelling.