How and when do age-inclusive human resource practices have an effect on knowledge sharing? From an AMO perspective

Purpose Due to demographic changes in the workforce, promoting knowledge sharing among employees of different age groups has become increasingly vital. This study aims to examine how age-inclusive human resource practices influence knowledge sharing through the lens of the ability-motivation-opportunity (AMO) framework. Design/methodology/approach The authors conducted a three-wave, time-lagged survey of 647 employees. Using structural equation modeling and mediated moderation analyses, they tested whether employability, developmental motives and age-diversity climate mediate the effect of age-inclusive human resource practices on knowledge sharing, and whether these indirect pathways moderated by employee age. Findings Age-inclusive human resource practices positively predicted knowledge sharing through employability, developmental motives and age-diversity climate. The indirect effect via age-diversity climate was stronger among older employees. In contrast, the indirect effect via developmental motives was weaker among older employees, and the indirect path through employability was not significantly moderated by age. Originality/value This study contributes to the literature on age-inclusive human resource practices and knowledge sharing by applying the AMO framework to unpack the psychological mechanisms underlying this relationship. By identifying employability, developmental motives and age-diversity climate as key mediators, it offers a more comprehensive understanding of how age-inclusive human resource practices promote knowledge sharing. In addition, this study challenges the traditional view that older employees are primarily knowledge providers while younger employees are knowledge recipients. It reveals that employees of different ages can be activated across the AMO dimensions, highlighting the strategic value of age diversity in enhancing organizational knowledge sharing.