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 information service companies in Taiwan and mainland China using goal-oriented behavior and social identity theory. A structural model was built, and data were collected through a two-wave survey (two months apart) during the COVID-19 pandemic. Results indicate that POS significantly affects innovation behavior and self-efficacy in both regions, and self-efficacy plays a key mediating role. However, POS to knowledge transfer was non-significant for mainland China. The study reveals that a culture of knowledge sharing promotes employees' innovation, knowledge sharing behavior, communication, and knowledge transfer. Findings imply managers should provide organizational support to improve employees' innovative mindsets and self-belief, particularly during the pandemic. The research applies Western theories in an Eastern context, broadening generalizability, and examines cross-cultural differences affecting the relationships among POS, self-efficacy, knowledge transfer, and innovative behavior, enriching literature on regional employee service innovation behaviors.

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