Impact of Knowledge Sharing on Teamwork Quality in SMEs of KPK: Mediating Role of Employee Autonomy

Abstract

Purpose This study investigates the mediating role of employee autonomy in relations ship of knowledge sharing and Teamwork Quality in SMEs in KP. Pakistan, with employee autonomy as a mediator. Grounded in knowledge-based theory and social exchange theory, it addresses gaps in understanding how knowledge exchange translates into enhanced team performance through empowerment mechanisms. Research Design A quantitative, cross-sectional design was employed, using a survey of 250 employees from SMEs. Data was analyzed using SPSS. Findings Knowledge sharing positively influences Teamwork Quality, with employee autonomy partially mediating this relationship. Research limitations/implications The cross-sectional design limits causality inferences; future longitudinal studies could explore moderators like team conflict. Practical implications SME managers should foster knowledge-sharing cultures and grant autonomy to boost team performance and organizational goals in resource-constrained settings. Originality/value This research provides empirical evidence on the underexplored mediating role of employee autonomy in SMEs, contributing to knowledge management literature in developing contexts.