CREATING INNOVATIVE WORK BEHAVIOR: MEDIATED BYKNOWLEDGE SHARING AND PSYCHOLOGICAL EMPOWERMENT

Abstract

This study aims to discuss the impact of interpersonal trust on innovative work behavior through knowledge sharing and psychological empowerment. This study focuses on two levels of interpersonal trust: trust in leaders and trust in co-workers. This study uses a quantitative approach with an emphasis on hypothesis testing, designed to predict phenomena and assert scientific knowledge. The sampling method of this study is purposive sampling with the criteria of respondents being employees who have worked in their division for at least one year. It assumes that in building interpersonal trust within an organization it takes longer to get to know each other. Questionnaire data collection was distributed via online social media. The sample size of this study was 201 respondents of The State Civil Apparatus working at the Bureau of Statistics Indonesia. The data is analyzed using path analyses by SmartPLS. The results show trust in the leader and trust in co-workers have an insignificant impact on innovative work behavior directly, but the indirect effect states that trust in the leader and trust in co-workers have a significant impact on innovative work behavior. The mediation analysis using the Sobel test shows that knowledge sharing does not mediate the relationship between interpersonal trust and innovative work behavior. However, psychological empowerment successfully mediates the relationship between interpersonal trust and innovative work behavior. This study discusses critical practical implications for organizations that create an employee’s innovative behavior. It is necessary to build a climate of trust in the workplace and foster psychological empowerment