Psychological Safety as a Catalyst for Innovative Work Behavior: The Mediating Role of Knowledge Sharing
DOI:
https://doi.org/10.61987/jemr.v5i5.3212Keywords:
Psychological Safety, Knowledge Sharing, Innovative Work Behavior, Public OrganizationsAbstract
Innovative work behavior is essential for public organizations seeking to improve work processes, service quality, and organizational performance. However, employees’ willingness to propose and implement new ideas may depend on whether they feel psychologically safe and are encouraged to exchange knowledge with colleagues. This study examines the effect of psychological safety on innovative work behavior and investigates the mediating role of knowledge sharing in this relationship. This study employed a quantitative explanatory approach with a cross-sectional design. Data were collected from 127 employees using saturated sampling and a five-point Likert-scale questionnaire. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The results indicate that psychological safety positively and significantly affects innovative work behavior (β = 0.291; t = 3.692; p < 0.001). Knowledge sharing also has a positive and significant effect on innovative work behavior (β = 0.486; t = 6.504; p < 0.001). Furthermore, knowledge sharing significantly mediates the relationship between psychological safety and innovative work behavior (β = 0.328; t = 6.004; p < 0.001), indicating partial mediation. These findings suggest that organizations should foster psychologically safe environments, promote open communication, recognize employee contributions, and establish structured knowledge-sharing practices to encourage workplace innovation.
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