Knowledge sharing is fundamental for organizations' competitive advantage. It drives innovation, enhances efficiency, and fosters a culture of continuous learning and collaboration. Research suggests that a diverse employee body is important in knowledge sharing because it brings together varied perspectives, experiences, and skills, and fosters a richer and more innovative exchange of ideas. Yet, little is known about factors hindering or supporting knowledge sharing among different employee groups. This paper theorizes how the intersectionality of race and gender may trigger microaggressions, which in turn impact knowledge sharing. Theoretically, the research is among the first attempts to integrate knowledge sharing and microaggression literature. It enhances the comprehension of contextual factors in Nonaka's SECI knowledge sharing model. Practically, it equips employers with theoretical tools to develop effective strategies for cultivating a culture of knowledge sharing among diverse employees.
