Knowledge Sharing and Sustainable Workforce Retention Among Healthcare Professionals: Evidence from Public Healthcare Organisations

Knowledge sharing (KS) among healthcare professionals is essential for sustaining organisational learning and facilitating the transfer of expertise between experienced and less experienced professionals, thereby supporting workforce stability and retention in healthcare organisations (HCOs). However, despite its importance, high turnover among healthcare professionals remains a significant and persistent challenge in public HCOs, indicating a potential gap in understanding the mechanisms that support workforce stability. To address this gap, this study examines the interplay between work performance (WP), satisfaction with co-workers (CW), KS and turnover intention (TI) among healthcare professionals. Data from 220 respondents were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) within the Input–Process–Output (IPO) framework. The results indicate that CW positively influences KS, while KS has a negative effect on TI, thereby reducing TI. In contrast, WP does not have a statistically significant effect on KS, nor does it indirectly influence TI through KS. Furthermore, although both WP and CW were hypothesised to be predictors of KS, only CW demonstrates a significant indirect effect on TI through KS. Grounded in Social Exchange Theory (SET) and the Knowledge-Based View (KBV), the results highlight the role of KS and interpersonal relationships in supporting sustainable human resource management (SHRM). Although sustainability-related dimensions were not directly measured, the results suggest potential implications for the Sustainable Development Goals (SDGs), particularly SDG 3, SDG 8, and SDG 9.