The purpose of the study is to explore the psychological empowerment of the worker as a moderator to explain the link between knowledge sharing and innovative work behaviour within the telecommunication sector of Saudi Arabia. This study is based on a quantitative approach, having collected data through a series of questionnaires developed on previous studies. This study has applied Smart-Partial Least Squares (PLS) for the data analysis. The results revealed that there is a positive and significant relationship between knowledge sharing and innovative work behaviour. The knowledge sharing increases the competencies of the workers, bringing about more creativeness and perfection. Furthermore, this study elaborates that psychological empowerment plays an important role as a moderator in making a strong relationship between knowledge sharing and innovative work behaviour. This study concluded that the innovative work behaviour in any organisation depends on the practice, experience, and capabilities of the workers and, most importantly, the interdepartmental knowledge shared amongst them. The sharing of knowledge psychologically empowers the worker to bring creativity, modernization and excellence in the work that affects the marginal productivity, profitability, and customer satisfaction at a great extent. These factors provide long-run sustainability to business in a highly competitive market environment.

Abstract
1. Introduction
2. Literature Review
    2.1. Social Cognitive Theory
    2.2. Knowledge Sharing
    2.3. Innovative Work Behaviour
    2.4. Psychological Empowerment
3. Research Hypothesis
    3.1. Knowledge Sharing and Innovative WorkBehaviour
    3.2. Psychological Empowerment and InnovativeWork Behaviour
    3.3. Moderating Effect of PsychologicalEmpowerment
4. Research Methodology
    4.1. Sampling and Data Collection
    4.2. Measures
5. Results
    5.1. Relationships and Moderation withHypothesis
    5.2. Moderating Effect of PsychologicalEmpowerment
6. Discussion
    6.1. Theoretical Implementation
    6.2. Practical Implementations
7. Limitations and Future Research
8. Conclusion
References

• Abdullah F. ALMULHIM(Department of Business Administration, College of Business, Jouf University) Corresponding Author