The impact of perceived organizational support on employees' knowledge transfer and innovative behavior: comparisons between Taiwan and mainland China

This study investigates the correlations among perceived organizational support (POS), self-efficacy, knowledge transfer, and innovative behaviors of employees in Taiwan and mainland China's information service companies. Using goal-oriented behavior and social identity theory, a structural model was tested with two-round survey data collected during the COVID-19 pandemic. POS significantly impacts innovation behavior and self-efficacy in both regions, with self-efficacy mediating the relationship. However, the POS-knowledge transfer link was insignificant in mainland China. Organizational knowledge-sharing culture promotes innovation. The findings suggest managers should provide organizational support to enhance employee innovation and self-belief, especially during crises. The study bridges a theoretical gap by applying Western theories to an Eastern context and highlights cross-cultural differences.

Michael Yao-Ping Peng, Cheng Xu, Rong Zheng, Yuan He