How knowledge sharing encourages innovative work behavior through occupational self-efficacy? The moderating role of entrepreneurial leadership

Abstract

Purpose: Innovation has become a necessity for the information technology (IT) sector, especially during COVID-19 pandemic. Therefore, this study aims to investigate how knowledge sharing affects employees’ innovative work behavior (IWB). Specifically, the study examined occupational self-efficacy (as mediating mechanism) and entrepreneurial leadership (as boundary condition) to encourage IWB. Design/methodology/approach: The study used social media platforms to collect data from 270 employees working in the IT sector through “google forms” on convenience basis between March and August, 2021. The study applied structural equation modeling in two stages to examine the measurement model (for uni-dimensionality) and the structural model (for hypotheses testing). Findings: The study noted that knowledge sharing positively affects employees’ IWB and occupational self-efficacy positively explains this association. In addition, employees’ perception of entrepreneurial leadership strengthens the association between knowledge sharing and IWB. Research limitations/implications: The study collected data from a developing country during COVID-19 by using a cross-sectional design that may restrict causality. However, the findings suggest the management not only encourages knowledge sharing environment but also engages employees in various training that motivate them to experiment with new ideas and techniques. Originality/value: This study extends the existing literature on knowledge sharing and IWB by exploring occupational self-efficacy as mediating mechanism and entrepreneurial leadership as a boundary condition.