PERCEIVED ORGANISATIONAL SUPPORT AND ORGANISATIONAL TRUST LINK TO INNOVATIVE WORK BEHAVIOUR BY THE MEDIATION OF TACIT KNOWLEDGE SHARING
DOI:
https://doi.org/10.33736/ijbs.6392.2023Keywords:
Organisational support, organisational trust, tacit knowledge sharing, innovative work behaviourAbstract
The aim of this study is to determine how perceived organisational support and organisational trust affect innovative work behaviour through the mediation mechanism of tacit knowledge sharing in a public organisation context in Nigeria. Using the cross-sectional research design, data were randomly collected from 258 employees from the Delta State Ministry of Health, which was subjected to the partial least square (PLS) analytical procedure for hypothesis testing. The PLS analysis results suggested that while tacit knowledge sharing mediates perceived organisational support and organisational trust link to innovative work behaviour, it also mediates perceived organisational support link to innovative work behaviour sequentially with organisational trust as an antecedent. The study concluded that perceived organisational support and organisational trust prediction of innovative work behaviour can be explained by tacit knowledge sharing. The study puts forward important practical implications for organisations/management to follow in effectuating the linkages among the constructs in a meaningful and coherent manner.
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