Knowledge sharing and self-efficacy role in growing managers’ innovation: Does job satisfaction matter?

Abstract

BACKGROUND:

Innovation is important for companies in order to function and evolve within the competitiveness and uncertainty of economies based on knowledge. Meanwhile, the sources of knowledge and Managers’ self-efficacy are basic building blocks promoting the innovation of managers in organizations, which cannot be neglected especially under different level of Managers’ job satisfaction.

OBJECTIVE:

This study aims at analysing the influence of both self-efficacy and knowledge sharing on managers’ innovation moderated by job satisfaction.

METHODS:

The study was conducted at Jordanian public sector, involving 112 managerial managers (respondents) of public institutions and the collected data were proceed using Partial Least Square (PLS) analysis.

RESULTS:

The finding shows that self-efficacy and knowledge sharing have a positive direct influence on managers’ innovation. Meanwhile, job satisfaction was able to moderate the influence of self-efficacy on the managers’ innovation, but not the relationship between the knowledge sharing and managers’ innovation.

IMPLICATIONS:

These research findings provide empirical evidence of the role of self-efficacy and knowledge sharing in enhancing managers’ innovation, as well as, the result confirms on the interaction influence of job satisfaction on the relationship between self-efficacy and managers’ innovation in the Jordanian public sector as one of the developing countries. Finally, considering the importance of the public sector within the economy of Jordanian, the findings are valuable for decision-makers and regulators in suggesting new regulations and legislation to better manage the public sector.