Knowledge Sharing and Innovative work Behavior: A Quantitative Study of Pharmaceutical Engineers in Morocco

For the past twenty years, researchers have concentrated on project success. Concern over the elements that affect project success is on the rise. The study's specific goal was to ascertain how innovative work behaviours and knowledge-sharing behaviours of subordinates played a mediating role in the relationship between transformational leadership and project success. A post-positivist strategy is used in this cross-sectional analysis of theoretical models. Between January and June 2022, information was gathered through purposeful sampling from 60 small and medium-sized firms. The firms that were contacted range widely in size, industry, and speciality. This study distributed 550 questionnaires comprised of 4 scales to 120 organizations; 375 were returned, out of which 350 were valid. The findings demonstrate that transformative leadership is significantly associated with project success. In addition, knowledge sharing and innovative subordinate work behaviour considerably mediate this relationship. This study stressed that transformational leaders may encourage their people by maintaining team communication and cohesion regardless of the circumstances. In addition, education and training in soft skills enhance subordinates' knowledge sharing and innovative work behaviour, and their combination with transformational leadership is a more effective predictor of project success. Future research can use longitudinal analysis by examining other potential variables in different economies and communities. Through the lens of social exchange theory, the findings of this study make a novel addition by elucidating the limited understanding of the effect of transformational leadership on project success as mediated by knowledge sharing and innovative work behaviour.

This study presents a micro‐level investigation that provides new insights into how employees' knowledge sharing affects their own innovative work behaviours (IWBs). Our study posited three mechanisms linking an individual's knowledge sharing behaviours to his or her own IWBs: (i) a direct effect whereby the act of sharing elicits a recombination and translation of knowledge that facilitates innovation; (ii) an indirect effect whereby knowledge sharing creates social conditions (i.e., reciprocation with new knowledge) for innovation; (iii) a distal effect whereby the antecedents of knowledge sharing also promote innovation. We tested these hypotheses on 155 employees in four palliative care organizations. Our results provide original evidence that employees who share knowledge also engage more in creating, promoting and implementing innovations. This study reveals a direct, unmediated link between knowledge sharing behaviours and IWBs. Our evidence suggests that it is the act of knowledge recombination and translation embedded in knowledge sharing that exerts the most positive effect on IWBs. We discuss how this result indicates that sharing knowledge ignites transformation and exploitation capabilities that help sharers innovate their own work practices.

This study aims to give an econometric analysis of the energy sector employee’s innovative work behavior (IWB) with the mediation function of knowledge sharing (KS) and is mainly focused on how Network Capability (NC) plays a significant role in promoting the performance of knowledge sharing in the energy sector, which guides toward IWB. Current research also investigates the role of digital innovation (DI) in moderating the linkage between NC and IWB. For data collection, the quantitative method and 578 questionnaires were used. To test the study hypothesis, a structural equation model and bootstrapping are used. The findings prove that NC has a positive impact on IWB. Furthermore, it has been established that KS acts as a mediator in establishing the connection between network capacity NC and IWB. The results of the moderation role confirm that Digital Innovation in the energy sector strengthens the relationship between NC and IWB. By examining the potential mediating function of the KS in the NC-IWB links, this project expands the body of previous data. Current research further contributes to the better perception of NC, KS, digital innovation, and innovative work behavior in the energy sector.

The purpose of this study is to clarify the effects of entrepreneurial leadership (EL) on innovative work behaviour (IWB). It also heightens the perception of the pathways to improve innovative work behaviour by evaluating the mediating role of knowledge sharing (KS) and of person–job fit. The findings indicate that KS mediates the effects of EL on innovative work behaviour. In addition, the influences of KS on aspects of innovative work behaviour are different and depend on the extent of person–job fit. This paper highlights the important role of person–job fit in enhancing the effects of KS activities and innovative work behaviour. The study provides evidence that EL is the main driving force of KS and innovative work behaviour performance. Thus, organisations should prioritise implementing leadership development programs to stimulate KS activities and foster the firm’s innovative work behaviour. This study conducts a questionnaire survey and applies Structural Equation Modelling (SEM) to test hypotheses in the proposed research model based on data collected from 355 participants in Jordanian firms Securities Commission list of approximately 235 enterprises. Originality/value. The study significantly fills the gaps in the literature that emphasises how KS mediates the influence of EL on innovative work behaviour. By exploring the moderator of a person–job fit, this paper significantly contributes to advancing the deeper insight of the specific conditions to strengthen the relationship between KS and innovative work behaviour.

Given its importance in the Chinese context, the research area of "supervisor subordinate guanxi" is emerging as a way to analyze the relationship between supervisors and subordinates within a company. More research is needed on the subject of the content, antecedents, and other well-qualified assessments of supervisor subordinate guanxi, though, because this idea genuinely requires consideration in order to understand the dynamics of guanxi. The purpose of this research is to examine the impact of informal leader-member exchange (supervisor-subordinate guanxi) on employees' knowledge-sharing and innovative work behaviors. Based on social exchange theory, we recommend, guanxi with supervisor, cause employees felt obligated that improve employees knowledge sharing behaviors, and innovative work behaviors. In addition, in the current study, felt obligations as a mediator in the supervisor-subordinate guanxi and employees wok related behaviors. To test the proposed model temporally segregated data is gathered from employees belonging to service sector and analyzed data by utilizing AMOS and SPSS software. It is found that supervisor – subordinate guanxi influences employees’ knowledge sharing and innovative work behaviors by nurturing employee a sense of obligation to the organization. This study discuss the implications of these findings for understanding and promoting supervisor – subordinate guanxi and employees’ knowledge sharing and innovative work behaviors in the workplace.

The purpose of this research is that investigate the relationship among Knowledge Sharing, Innovative Work Behavior, and Transformational Leadership. The survey was designed using a structured questionnaire and collected from university students of business administration. A 5-point Likert scale was used to assess the level of agreement of respondents. The quantitative analysis research method was applied to test the reliability of the scale, model, and research hypothesis. Smart-PLS 4 software was used to analyze data collected from 85 Business Management Students. The study results show that business administration students tend to work in groups and are interested in group work behaviors, team leader leadership style, knowledge sharing behavior, and innovative work behavior. Therefore, managers need to apply and promote transformational leadership style at all levels of management. Team tasks need to be planned appropriately and effectively. At the same time, the team leader is always the one who guides members to work towards the final results of the team, mentioning the positive aspects of the results and the future of the team.

This Study aims to explore the influence of Attitude towards Knowledge, Subjective Norm, and High-Performance Work System on Knowledge Sharing and Innovative Work Behavior. The primary data was obtained by using non-probability purposive sampling technique via online questionnaires. Data was analyzed by using Structural Equation Modeling (SEM). The respondent were nurses in RSUP. Dr. M. Djamil Padang. The results of this study showed that Subjective Norm has the strongest effect on Knowledge Sharing, followed by Attitude towards Knowledge Sharing, and High-Performance Work System. High-Performance Work System also has positive and direct impact on Innovative Work Behavior. Knowledge Sharing has the strongest effect on Innovative Work Behavior. The results of this study provide managerial implication for the company to identify physiological factors and HRM practice promoting Knowledge Sharing and Innovative Work Behavior. The proper knowledge management and HRM practice makes the company enable to innovate and to enhance competitive advantages.

Trust to leading, psychological empowerment, and knowledge sharing can give rise to innovative work behavior of workers, especially workers in Batik Tulis MSMEs. Research Objectives: Trust to leading (1) To test the influence of Trust to leading on knowledge sharing in Batik Tulis MSME workers, (2) to test the influence of Psychological empowerment on knowledge sharing in Batik Tulis MSME workers, (3) the influence of Trust to leading on innovative work behavior in Batik Tulis MSME workers, (4) to test the influence of Psychological empowerment on innovative work behavior in Batik Tulis MSME workers, (5) to examine the influence of knowledge sharing on innovative work behavior in Batik Tulis MSME Workers, (6) to examine the influence of Trust to leading on innovative work behavior through knowledge sharing in Batik Tulis MSME workers, (7) to examine the influence of Psychological empowerment on innovative work behavior through knowledge sharing in Batik Tulis MSME workers. The research is quantitative research with a sample of 75 workers in Batik Tulis MSMEs. The results showed that (1) there is a direct and significant influence of Trust to leading on knowledge sharing in Batik Tulis MSME workers, (2) there is a direct and significant influence of Psychological empowerment on knowledge sharing in Batik Tulis MSME workers, (3) there is a direct and significant influence of Trust to leading on innovative work behavior in Batik Tulis MSME workers, (4) there is a direct and significant influence of Psychological empowerment on innovative work behavior in Batik Tulis MSME workers, (5) there is a direct and significant influence of knowledge sharing on innovative work behavior in Batik Tulis MSME Workers, (6) there is an indirect influence of Trust to leading on innovative work behavior through knowledge sharing in Batik Tulis MSME workers, (7) there is an indirect influence of psychological empowerment on innovative work behavior through knowledge sharing in Batik Tulis MSME workers.

Given the highly dynamic and competitive business environment, attaining sustainable competitive advantage and organizational innovativeness in long run is considered a challenging endeavor. From the perspective the social exchange theory and social capital theory, knowledge sharing is considered a primary driver to the organization innovativeness and employees’ innovation at individual level. The aim of this study is to examine how knowledge sharing affects the employees’ innovative work behaviors. Moreover, we focus on the mediating role of task knowledge in the relationship between knowledge sharing and innovative work behavior. For this purpose, the three dimensions of task knowledge, comprising conceptual, contextual, and operational knowledge, were analyzed using confirmatory factor analysis. Survey tool was utilized to collect the data from knowledge employees in diverse manufacturing and service-based enterprises. The empirical result of our research confirms that knowledge sharing plays a significant positive impact on helping individuals to become more innovative in their workplace. Furthermore, it indicates a partial mediation of task knowledge in the relationship between knowledge sharing and innovative work behavior. These findings serve as a solid theoretical background for future research work related to the current topic. While managers in organizations may use these research outcomes to introduce supporting mechanisms and incentives which promote knowledge sharing and encourage employees to share their expertise among peers.KeywordsTask knowledgeKnowledge sharingInnovative work behaviorMediatorSurvey methodology

Research Aims: To examine the influence of Knowledge Sharing (KS) on Innovative Work Behaviour (IWB) of employees in the IT industry, as well as the role of Flexible Work Arrangement (FWA) in this relationship. Design/Methodology/Approach: A survey was conducted gathering responses of employees of IT companies in Ho Chi Minh City. PLS-SEM approach was employed by using the SmartPLS application to analyse the model. Research Findings: A significant impact of Theory of Planned Behaviour factors, which are Attitudes toward a behaviour, Subjective Norms, and Perceived Behaviour Control on KS Intention was found, leading to a significant relationship with KS Behaviour. The finding confirmed that IWB is significantly impacted by KSB and FWA, while there is no significant relationship between FWA and KSB. Theoretical Contribution/Originality: Applicability of the TPB model in KSB prediction in the IT work environment was confirmed. Also, FWA directly positively impacts IWB asserts that apart from the collaborative knowledge behaviour path, an individual-driven innovation path should be considered as a path to innovation in organisations. Managerial Implication in the South East Asian Context: To bridge the gap between intention and actual KS, managers should cultivate a knowledge-sharing culture, implement mentorship programmes, and integrate KS into performance evaluations. Additionally, while FWA directly supports innovation, organisations should optimise digital communication tools and work models to maintain effective knowledge exchange and collaboration. Research Limitation & Implications: The data were collected using the convenience sampling method, limiting the generalisability of the findings. Moreover, FWA can be considered as a control variable or mediator to test its impact on the relationships among constructs in future research.

Despite the importance of the human/social dimension of organizational sustainability, this area of scholastic endeavor has received relatively little attention when compared to the economic and environmental dimensions of sustainability. On the basis of social exchange theory, this study posited the important role that employee work engagement is a key component for improving human performance for organizational sustainability. In order to do so, it suggests the important role that employee work engagement has on the relationships among various factors in the organization, including organizational procedural justice, knowledge sharing, and innovative work behaviors. A total of 400 complete responses from full-time employees in Korean organizations were used for the purpose of data analysis with structural equation modeling (SEM). The results demonstrated that organizational procedural justice is positively related with employee work engagement, knowledge sharing, and innovative work behavior. In addition, work engagement enhances employee knowledge sharing and innovative work behavior, and knowledge sharing enhances innovative work behavior. With regard to the mechanisms of these relationships, work engagement and knowledge sharing acted as significant mediators. Based on the findings, we suggested relevant research implications and recommendations for future research on sustainable organizations.

Although knowledge sharing (KS), the key to creativity and innovation, are increasingly common in organisations, research on the relationship between knowledge sharing behaviour (KSB) and transactive memory system (TMS) and its effect on innovative work behaviour (IWB) is relatively rare. Prior studies have reported that KS influences IWB in organisations. However, the effect of KSB on IWB and the join influence between TMS on KS and IWB have not been adequately investigated in past research. Therefore, the goal of this research-in-progress is to propose a conceptual model comprising three construct domains including KSB, TMS quality and IWB to examine the impact of the KS practices of employees on their IWB in organisations. We advance to conduct a survey to examine our discussion of the proposed conceptual model. It is expected that this research will contribute to the deeper understanding of the effects of KSB and TMS on IBW within organisation. Implications and future research are also proposed.

Purpose This research aims to explore the interrelationships between empowering leadership (EL) and dimensions of innovative work behavior (idea generation, promotion and realization), psychological empowerment (PE) and knowledge sharing (KS). Furthermore, it explores the mediating role of PE and/or KS in the relationship between EL and dimensions of innovative work behavior. Design/methodology/approach The analytical framework was empirically validated using social exchange theory (SET). A comprehensive survey was conducted with 400 respondents in hospitals accredited by the General Authority for Healthcare Accreditation and Regulation (GAHAR) in Egypt. Findings The findings demonstrate the positive influence of EL on employees’ PE, KS and innovative work behavior (IWB) while underscoring the beneficial influence of PE on KS and IWB. The results also reveal the mediating role of PE and KS in the association of EL with IWB. Furthermore, they indicate the ability of empowering leaders to enhance a supportive environment for interactive communication by promoting KS among team members, with respect to employees’ PE. Originality/value This study attempts to fill a gap in the literature through the integration of the associations of EL, KS, PE, and IWB. Social exchange theory has been employed to examine how EL influences both PE and KS in order to predict IWB. Moreover, the study presents new perspectives on the mediating effects of PE and/or KS on EL and IWB within the Egyptian healthcare sector, potentially informing practical strategies in the field.

Introduction / Main Objectives: Today's leaders a highly dynamic environment where change is a constant problem. To change effectively, employee must share the leader's vision and be willing to commit to achieving the leader's direction. This research explores the relationship between transformational leadership, knowledge sharing, and innovative work behavior on employee performance. Background Problems: In a rapidly changing and dynamic atmosphere, startup companies do not yet have a clear structure for setting employee goals and expectations. This affects their employee performance. Novelty: This research provides valuable novelty in designing effective leadership and knowledge management strategies to improve employee performance and overall organizational success in start up education technology. Research Methods: The research method was purposive sampling with a non-random sampling technique involving 100 respondents from start up education technology employees who belonged to the millennial generation. Hypotheses were tested using SmartPLS. Finding/ Results: The research results show that innovative work behavior has a significant positive impact on employee performance. However, knowledge sharing and transformational leadership have an insignificant influence on employee performance. Conclusion: Innovative work behaviour has a beneficial effect in increasing employee performance. The practical implication is that leaders and managers in educational technology startup companies need to pay attention to the importance of supporting a culture of knowledge sharing and providing support for innovative work behavior to improve employee performance.

The growing importance of knowledge sharing is promoting individual innovative work behavior (IWB) to create new products or services for innovative business systems. Also, the key challenges faced by individuals in their knowledge sharing behavior (KSB) are personal perceptions and environmental influences. Thus, this chapter provides a research model using an extension of social cognitive theory that comprises environmental factors (subjective norms, trust), personal factors (knowledge self-efficacy, enjoyment in helping others, organizational rewards, reciprocal benefits, and psychological ownership of knowledge), KSB, and IWB. The authors advance to implement mixed-methods approaches to evaluate the proposed model. The authors believe that this research will contribute to deeper understanding of the effects of personal and environmental factors and KSB on IBW within organizations. The model is also expected to be tested in any organizations in which future researchers or practitioners wish to test this model.