Evaluating the Role of Interpersonal Trust, Human Capital, Tacit Knowledge Sharing in Determining Innovation Capability of an Organization

Abstract

Knowledge sharing has become a critical component of an organization's growth and innovation strategies in the marketplace. Transferring information to each other is often referred to as knowledge exchange. In an organization, knowledge sharing involves empowering workers to perform more effectively and efficiently, whereas innovation is coming up with new methods or ideas to create new products and services. Knowledge sharing aids the development of new ideas, which in turn leads to new technologies. While interpersonal trust is critical for information sharing at work, the study's goal is to determine the impact of interpersonal trust in knowledge sharing and the organization's innovation capabilities. Data from 250 health-care workers was gathered using convenient sampling and structured questionnaires. Regression analysis and Confirmatory Factor Analysis were used to confirm the proposed model's fit. Interpersonal trust is a key part of creativity, according to the findings. Interpersonal trust and innovative capability are mediated by knowledge sharing. The findings are critical for public sector managers to provide required support to their staff while also being empathic in their communication. Trainings on employee innovation may also be implemented if the impact has been favorable. Because the study used a small sample size and was conducted in the public sector, future studies can apply the same paradigm to the private sector.

        Keywords: interpersonal trust, knowledge sharing, innovation