PERCEIVED ORGANISATIONAL SUPPORT AND ORGANISATIONAL TRUST LINK TO INNOVATIVE WORK BEHAVIOUR BY THE MEDIATION OF TACIT KNOWLEDGE SHARING
Abstract
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.
References
Afsar, B., & Badir, Y. (2015). The impacts of person-organisation fit and perceived organisational support on innovative work behaviour: The mediating effects of knowledge sharing behaviour. Int. J. Information Systems and Change Management, 7(4), 263-285. https://doi.org/10.1504/IJISCM.2015.075632
https://doi.org/10.1504/IJISCM.2015.075632
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: A moderated mediation model. The International Journal of Human Resource Management, 24(2), 330-351. http://dx.doi.org/10.1080/09585192.2012.679950
https://doi.org/10.1080/09585192.2012.679950
Azzam, A., He, Q., & Sarpong, D. (2020). The role of knowledge creation modes in architectural innovation. Strategic Change, 29(1), 77-87. https://doi.org/10.1002/jsc.2312.
https://doi.org/10.1002/jsc.2312
Bos-Nehles, A., Bondarouk, T., & Nijenhuis, K. (2017). Innovative work behaviour in knowledge-intensive public sector organizations: The case of supervisors in the Netherlands fire services. The International Journal of Human Resource Management, 28(2), 379-398. https://doi.org/10.1080/09585192.2016.1244894.
https://doi.org/10.1080/09585192.2016.1244894
Choi, W., Goo, W., & Choi, Y. (2022). Perceived organizational support and knowledge sharing: A moderated-mediation approach. SAGE Open, 12(2), 1-13. https://doi.org/10.1177/21582440221089950 Chowdhury, S. (2005). The role of affect- and cognition-based trust in complex knowledge sharing. Journal of Managerial Issues, 17(3), 310-326.
https://doi.org/10.1177/21582440221089950
Chow, W. S., & Chan, L. S. (2008). Social network, social trust and shared goals in organizational knowledge sharing. Information & Management, 45(7), 458-465. https://doi.org/10.1016/j.im.2008.06.007
https://doi.org/10.1016/j.im.2008.06.007
Feiz, D., Soltani, D. M., & Farsizadeh, H. (2017). The effect of knowledge sharing on the psychological empowerment in higher education mediated by organisational memory. Studies in Higher Education, 44(1), 3-19. https://doi.org/10.1080/03075079.2017.1328595
https://doi.org/10.1080/03075079.2017.1328595
Ferretti, R. J., & Afonso, C. M. (2017). Tacit knowledge sharing: A literature review applied to the context of the Brazilian Judiciary. In M. Mohiuddin, N. Halilem, S. A. Kobir & C. Yulian (Eds.). Knowledge Management Strategies and Applications (pp. 3-24). InTech. https://doi.org/10.5772/intechopen.70066
https://doi.org/10.5772/intechopen.70066
Ganguly, A., Talukdar, A., & Chatterjee, D. (2019). Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization. Journal of Knowledge Management, 23(6), 1105-1135. https://doi.org/10.1108/JKM-03-2018-0190. Hair, F. J., Hult, M. T. G., Ringe, M. C., & Sarstedt, M. (2017). A primer on partial least squares structural equation modelling (2nd ed.). Los Angeles: Sage.
https://doi.org/10.1108/JKM-03-2018-0190
Innocenti, L., Pilati, M., & Peluso, A. M. (2011). Trust as moderator in the relationship between HRM practices and employee attitudes. Human Resource Management Journal, 21(3), 303-317. https://doi.org/10.1111/j.1748-8583.2010.00151.x
https://doi.org/10.1111/j.1748-8583.2010.00151.x
Isfahani, A. N., & Rezaei, A. (2017). The impact of perceived organisational support on organisational citizenship behaviour: The mediating role of organisational trust. Int. J. Business Excellence, 13(4), 441-458. https://dx.doi.org/10.1504/IJBEX.2017.10008195
https://doi.org/10.1504/IJBEX.2017.10008195
Jisr, R. E., & Therin, F. (2018). Sharing of tacit knowledge and service innovation performance. Int. J. Foresight and Innovation Policy, 13(1/2), 44-56. https://doi.org/10.1504/IJFIP.2018.095857
https://doi.org/10.1504/IJFIP.2018.095857
Johannessen, A. (2016). Tacit Knowledge and Innovation. Milton Keynes: Lighting Source (UK) Ltd.
Kmieciak, R. (2021). Trust, knowledge sharing, and innovative work behavior: Empirical evidence from Poland. European Journal of Innovation Management, 24(5), 1832-1859. https://doi.org/10.1108/EJIM-04-2020-0134
https://doi.org/10.1108/EJIM-04-2020-0134
Kucharska, W. (2017). Relationships between trust and collaborative culture in the context of tacit knowledge sharing. Journal of Entrepreneurship, Management and Innovation, 14(1), 61-78. https://doi.org/10.7341/20171344
https://doi.org/10.7341/20171344
Kucharska, W., Kowalczyk, R., & Kucharski M. (2017). Trust, Tacit Knowledge Sharing, Project Performance and their Managerial Implications: Proceedings of the 18th European Conference on Knowledge Management (pp. 532-539). Available at: https://ssrn.com/abstract=3028685
Kucharska, W. (2021). Leadership, culture, intellectual capital, and knowledge processes for organizational innovativeness across industries: The case of Poland. Journal of Intellectual Capital, 22(7), 121-141. https://doi.org/10.1108/JIC-02-2021-0047
https://doi.org/10.1108/JIC-02-2021-0047
Kucharska, W., & Erickson, G. S. (2021). Tacit knowledge awareness, sharing, and influence on innovation. GUT FME Working Paper Series A, No. 1/2021(64). Faculty of Management and Economics, Gdansk University of Technology. Available at: https://econpapers.repec.org/RePEc:gdk:wpaper:63
Kucharska, W., & Erickson, G. S. (2023). Tacit knowledge acquisition and sharing, and its influence on innovations: A Polish/US cross-country study, International Journal of Information Management, 71, 102647. https://doi.org/10.1016/j.ijinfomgt.2023.102647
https://doi.org/10.1016/j.ijinfomgt.2023.102647
Kumar, S., Aslam, A., & Aslam, A. (2022). The effect of perceived support on repatriate knowledge transfer in MNCs: The mediating role of repatriate adjustment. Interdisciplinary Journal of Information, Knowledge, and Management, 17, 215-234. https://doi.org/10.28945/4979
Martins, E. C., & Martins, N. (2011). The role of organisational factors in combating tacit knowledge loss in organisations. Southern African Business Review, 15(1), 49-69. https://hdl.handle.net/10520/EJC92919
McAdam, R., Mason, B., & McCroy, J. (2007). Exploring the dichotomies within the tacit knowledge literature: Towards a process of tacit knowing in organizations. Journal of Knowledge Management, 11(2), 43-59. https://doi.org/10.1108/13673270710738906
https://doi.org/10.1108/13673270710738906
Mulgan, G. (2014). Innovation in the public sector: How can public organisations better create, improve and adapt? Nesta: London.
Muneer, S., Iqbal, J. M. S., Khan, S. R., & Long, S. C. (2014). An incorporated structure of perceived organizational support, knowledge-sharing behavior, organizational trust and organizational commitment: A strategic knowledge management approach. Pakistan Journal of Commerce and Social Sciences, 8(1), 42-57.
Mustika, I. S., Rahardjo, K., & Prasetya, A. (2019). The effect of perceived organizational support on knowledge sharing and innovative work behaviour. Advances in Economics, Business and Management Research, 154, 61-64. https://dx.doi.org/10.2991/aebmr.k.201116.012
https://doi.org/10.2991/aebmr.k.201116.012
Mutahar, Y., Farea, M. M., Abdulrab, M., Al-Mamary, H. Y., Alfalah, A. A., Grada, M., & Alshammari, H. K. (2021). How to enhance the impact of perceived organizational support on knowledge sharing? Evidence from higher education sector. Journal of System and Management Sciences, 11(4), 27-46. https://doi.org/10.33168/JSMS.2021.0402
https://doi.org/10.33168/JSMS.2021.0402
Noerchoidah, Anis, E., & Budiman, C. (2020). Enhancing innovative work behavior in the hospitality industry: Empirical research from East Java, Indonesia. International Journal of Business and Society, 21(1), 96-110.
https://doi.org/10.33736/ijbs.3229.2020
Olaisen, J., & Revang, O. (2018). Exploring the performance of tacit knowledge: how to make ordinary people deliver extraordinary results in teams. International Journal of Information Management, 43, 295-304. https://doi.org/10.1016/j.ijinfomgt.2018.08.016.
https://doi.org/10.1016/j.ijinfomgt.2018.08.016
Ononye, U. H., & Igwe, A. (2019). Knowledge sharing process and innovation success: evidence from public organisations in Southern Nigeria. Interdisciplinary Journal of Information, Knowledge, and Management, 14, 183-198. https://doi.org/10.28945/4358
Ononye, U. H. (2021). Tacit knowledge and innovation: Insights from the public sector in Delta State, Nigeria. Journal of Information & Knowledge Management, 20(03), 2150032. https://doi.org/10.1142/s0219649221500325
https://doi.org/10.1142/S0219649221500325
Ononye, U. (2022). Linking tacit knowledge sharing to employee innovation with job thriving as a mediational factor: A public sector perspective. International Journal of Public Policy ad Administration Research, 9(2), 22-32. https://doi.org/10.18488/74.v9i2.3022
https://doi.org/10.18488/74.v9i2.3022
Polanyi, M. (2009). The tacit dimension. Chicago: University of Chicago Press.
Rhoades, L., & Eisenberger, R. (2002). Perceived organisational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714. https://doi.org/10.1037//0021-9010.87.4.698
https://doi.org/10.1037//0021-9010.87.4.698
Ristig, K. (2009). The impact of perceived organizational support and trustworthiness on trust. Management Research News, 32(7), 659-669. https://doi.org/10.1108/01409170910965251
https://doi.org/10.1108/01409170910965251
Shateri, K., & Hayat, A. A. (2020). Investigating the mediating role of organizational trust in the relationship between perceived organizational support and Knowledge sharing. Knowledge Management & E-Learning, 12(3), 298-314. https://doi.org/10.34105/j.kmel.2020.12.016
https://doi.org/10.34105/j.kmel.2020.12.016
Sheng, M. I. (2019). Foreign tacit knowledge and a capabilities perspective on MNEs' product innovativeness: Examining source-recipient knowledge absorption platforms. International Journal of Information Management, 44, 154-163. https://doi. org//10.1016/j.ijinfomgt.2018.10.008
https://doi.org/10.1016/j.ijinfomgt.2018.10.008
Shukla, A., & Rai, H. (2015). Linking Perceived Organizational Support to Organizational Trust and Commitment: Moderating Role of Psychological Capital. Global Business Review, 16(6), 981-996. https://doi.org/10.1177/0972150915597599
https://doi.org/10.1177/0972150915597599
Smith, A. E. (2001). The role of tacit and explicit knowledge in the workplace. Journal of Knowledge Management, 5(4), 311-321. https://doi.org/10.1108/13673270110411733 Sousa-Lima, M., Michel, J. W., & Caetano, A. (2013). Trust in organizations. J Appl Soc Psychol., 43, 418-427. https://doi.org/10.1111/j.1559-1816.2013.01012.x
https://doi.org/10.1111/j.1559-1816.2013.01012.x
Tassabehji, R., Mishra, J. L., & Dominguez-Péry, C. (2019). Knowledge sharing for innovation performance improvement in micro/SMEs: An insight from the creative sector. Production Planning & Control, 30(10-12), 935-950. https://doi.org/10.1080/09537287.2019.1582101. Wah, C. N., Zawawi, D., Yusof, R. N. R., Sambasivan, M., & Karim, J. (2018). The mediating effect of tacit knowledge sharing in predicting innovative behaviour from trust. International Journal of Business and Society, 19(3), 937-954.
https://doi.org/10.1080/09537287.2019.1582101
Wang, Z., & Wang, N. (2012). Knowledge sharing, innovation and firm performance. Expert Systems with Applications, 39, 8899-8908. https://doi.org/10.1016/j.eswa.2012.02.017 Webber, S. S., Bishop, K., & O'Neill, R. (2012). Trust repair: The impact of perceived organisational support and issue-selling. Journal of Management Development, 31(7), 724-737. https://doi.org/10.1108/02621711211243917 Wong, Y.-T., Wong, C.-S., & Ngo, H.-Y. (2012). The effects of trust in organisation and perceived organisational support on organisational citizenship behaviour: A test of three competing models. The International Journal of Human Resource Management, 23(2), 278-293. https://doi.org/10.1080/09585192.2011.610966
https://doi.org/10.1080/09585192.2011.610966
Yeo, R. K., & Gold, J. (2014). Knowledge sharing attitude and behaviour in Saudi Arabian organisations: Why trust matters. Int. J. Human Resources Development and Management, 14(1-3), 97-118. https://doi.org/10.1504/IJHRDM.2014.068082
https://doi.org/10.1504/IJHRDM.2014.068082
Yesil, S., Koska, A., & Buyukbese, T. (2013). Knowledge sharing process, innovation capability and innovation performance: An empirical study. Procedia Social and Behavioural Sciences, 75, 217-225. https://doi.org/10.1016/j.sbspro.2013.04.025
https://doi.org/10.1016/j.sbspro.2013.04.025
Zhou, L. & Nunes, B. M. J. (2015). Knowledge sharing in Chinese hospitals: Identifying sharing barriers in traditional Chinese and Western medicine collaboration. Springer: New York.
Copyright Transfer Statement for Journal
1) In signing this statement, the author(s) grant UNIMAS Publisher an exclusive license to publish their original research papers. The author(s) also grant UNIMAS Publisher permission to reproduce, recreate, translate, extract or summarize, and to distribute and display in any forms, formats, and media. The author(s) can reuse their papers in their future printed work without first requiring permission from UNIMAS Publisher, provided that the author(s) acknowledge and reference publication in the Journal.
2) For open access articles, the author(s) agree that their articles published under UNIMAS Publisher are distributed under the terms of the CC-BY-NC-SA (Creative Commons Attribution-Non Commercial-Share Alike 4.0 International License) which permits unrestricted use, distribution, and reproduction in any medium, for non-commercial purposes, provided the original work of the author(s) is properly cited.
3) For subscription articles, the author(s) agree that UNIMAS Publisher holds copyright, or an exclusive license to publish. Readers or users may view, download, print, and copy the content, for academic purposes, subject to the following conditions of use: (a) any reuse of materials is subject to permission from UNIMAS Publisher; (b) archived materials may only be used for academic research; (c) archived materials may not be used for commercial purposes, which include but not limited to monetary compensation by means of sale, resale, license, transfer of copyright, loan, etc.; and (d) archived materials may not be re-published in any part, either in print or online.
4) The author(s) is/are responsible to ensure his or her or their submitted work is original and does not infringe any existing copyright, trademark, patent, statutory right, or propriety right of others. Corresponding author(s) has (have) obtained permission from all co-authors prior to submission to the journal. Upon submission of the manuscript, the author(s) agree that no similar work has been or will be submitted or published elsewhere in any language. If submitted manuscript includes materials from others, the authors have obtained the permission from the copyright owners.
5) In signing this statement, the author(s) declare(s) that the researches in which they have conducted are in compliance with the current laws of the respective country and UNIMAS Journal Publication Ethics Policy. Any experimentation or research involving human or the use of animal samples must obtain approval from Human or Animal Ethics Committee in their respective institutions. The author(s) agree and understand that UNIMAS Publisher is not responsible for any compensational claims or failure caused by the author(s) in fulfilling the above-mentioned requirements. The author(s) must accept the responsibility for releasing their materials upon request by Chief Editor or UNIMAS Publisher.
6) The author(s) should have participated sufficiently in the work and ensured the appropriateness of the content of the article. The author(s) should also agree that he or she has no commercial attachments (e.g. patent or license arrangement, equity interest, consultancies, etc.) that might pose any conflict of interest with the submitted manuscript. The author(s) also agree to make any relevant materials and data available upon request by the editor or UNIMAS Publisher.
