Organizational support and employee psychological cognition significantly influence knowledge sharing and innovative behavior. Numerous studies demonstrate a strong correlation between organizational support and employee work attitudes, resource acquisition for problem-solving, and improved work attitudes. However, the COVID-19 pandemic disrupted communication and interaction, reducing knowledge sharing and innovation, especially in service industries where employees face stress and anxiety in uncertain environments. Consequently, a lack of innovative behavior correlates with high turnover intentions. This study explores the impact of organizational support on employee innovative behavior in service industries during the pandemic, considering factors like self-efficacy and knowledge transfer. Existing literature suggests that perceived organizational support influences internal factors like self-cognition, attitude, and intention, leading to behavioral changes. Self-efficacy is highlighted as crucial for improving work performance and innovation, and it often mediates relationships in various models. Social exchange theory explains knowledge sharing and innovative behaviors, with reciprocal interactions fostering positive cycles. Knowledge transfer enhances access to knowledge bases, improving innovation. However, uncertainty, particularly during pandemics, might reduce knowledge transfer and innovative behavior. This study investigates these relationships, focusing on cross-cultural comparisons between Taiwan and mainland China, acknowledging the distinct workplace behaviors shaped by their unique historical, political, and economic contexts despite a shared Confucian heritage. The study aims to understand how cultural differences influence perceptions of organizational support, self-efficacy, knowledge transfer, and innovative behavior.

The study integrates social identity theory and the goal-oriented behavior model to explain service innovation performance. While the theory of planned behavior (TPB) considers attitude, subjective norms, and perceived behavioral control, the goal-oriented behavior model adds anticipated emotions for a more comprehensive view. Social exchange theory broadens this further, emphasizing the reciprocal nature of knowledge sharing in driving innovation. Previous creativity research focused on individual characteristics; however, a shift towards the influence of social context on innovative behavior has emerged. This study defines innovative behavior as proactive actions to introduce and apply new ideas, solutions, processes, or procedures. Knowledge transfer is viewed as the reciprocal transformation of explicit and tacit knowledge, a process crucial for organizational learning and innovation. It's argued that knowledge transfer positively influences innovative behavior, although pandemic-related uncertainties may disrupt this relationship. Self-efficacy, an individual's belief in their ability to succeed, is considered a key cognitive variable affecting behavioral outcomes. Previous research shows a link between self-efficacy and innovative behavior; however, the influence of perceived organizational support on self-efficacy in this context remains underexplored. The literature also highlights the importance of self-efficacy in facilitating knowledge transfer. Perceived organizational support (POS), the extent to which employees believe the organization values their contributions and well-being, is a key antecedent influencing employee behavior, particularly in relation to innovation and knowledge transfer.

This study uses a non-probability purposive sampling method to collect data from frontline employees in the information service industry in Taiwan and mainland China. The choice of purposive sampling was due to limitations on random sampling and the need to ensure sample representativeness by focusing on frontline service personnel who directly interact with customers. Medium and large-scale information service companies located in eastern mainland China and western Taiwan were targeted, specifically selecting those companies that provide face-to-face services. Participants were required to have at least one year of service to avoid introducing response biases. Questionnaires were distributed online and on-site in two rounds, two months apart (May-July 2020). A total of 1000 questionnaires were distributed to each region, yielding 636 effective responses from Taiwan (63.6% response rate) and 558 from mainland China (55.8% response rate). Demographic details of the respondents are provided. To mitigate common method variance (CMV), Harman's one-factor test was conducted, revealing that CMV was not a significant issue. The study used modified scales from previous research to measure perceived organizational support (divided into supervisor/colleague support and organizational support), self-efficacy, knowledge transfer (tacit and explicit knowledge), and innovative behavior. A five-point Likert scale was used for all items. Confirmatory factor analysis (CFA) was used to evaluate the measurement model, with results showing high reliability and convergent validity. Partial Least Squares-Structural Equation Modeling (PLS-SEM) with bootstrapping was used for data analysis, assessing model fit using Stone-Geisser-Criterion (Q2), coefficient of determination (R2), and standardized root mean square residuals (SRMR).

CFA results confirmed high reliability and convergent validity of the measurement scales. PLS-SEM analysis revealed several key findings: 1) Knowledge transfer was positively and significantly related to innovative behavior in both Taiwan and mainland China (βTaiwan = 0.196, p < 0.001; βChina = 0.412, p < 0.001), supporting H1. 2) Self-efficacy was positively and significantly related to innovative behavior in Taiwan but not in mainland China (βTaiwan = 0.382, p < 0.001; βChina = 0.018, p = 0.727), partially supporting H2. 3) Self-efficacy was positively and significantly related to knowledge transfer in both regions (βTaiwan = 0.368, p < 0.001; βChina = 0.141, p < 0.05), supporting H3. 4) POS was positively and significantly related to innovative behavior in both regions (βTaiwan = 0.204, p < 0.001; βChina = 0.292, p < 0.001), supporting H4. 5) POS was positively and significantly related to self-efficacy in both regions (βTaiwan = 0.636, p < 0.001; βChina = 0.470, p < 0.001), supporting H5. 6) POS was positively and significantly related to knowledge transfer in Taiwan but not in mainland China (βTaiwan = 0.319, p < 0.001; βChina = 0.031, p = 0.497), partially supporting H6. Multi-group analysis (MGA) revealed significant differences between Taiwan and mainland China in all paths, indicating a moderating effect of region. Bootstrapping confirmed mediating effects of self-efficacy and knowledge transfer in the Taiwan sample but not in the mainland China sample.

The findings address the research question by demonstrating the differing influence of POS on knowledge transfer and innovative behavior in Taiwan and mainland China. The significant positive relationship between knowledge transfer and innovative behavior in both regions highlights the importance of knowledge sharing for organizational innovation. The differing influence of self-efficacy on innovation between the two regions underscores the role of cultural context. The consistent positive impact of POS on innovation and self-efficacy across regions emphasizes the importance of organizational support in fostering a positive work environment. The lack of a significant relationship between POS and knowledge transfer in mainland China suggests that additional factors, possibly related to the specific cultural and organizational context, are at play. The mediating role of self-efficacy in Taiwan suggests that organizational support indirectly enhances innovation by building employees' confidence and self-belief. These findings contribute to the literature by enriching our understanding of cross-cultural differences in the relationship between POS, self-efficacy, knowledge transfer, and innovative behavior. The results show that the relationship among these variables is not uniform across cultures and emphasizes the need for culturally sensitive management practices.

This study contributes to the literature by examining the impact of POS on knowledge transfer and innovative behavior in Taiwan and mainland China, highlighting the mediating role of self-efficacy and cross-cultural differences. The findings underscore the importance of providing organizational support to improve employee innovation and self-belief, especially during challenging times. Future research should employ larger and more representative samples, explore additional mediating factors, and incorporate qualitative data to provide a more nuanced understanding of the phenomena.

This study's limitations include the use of purposive sampling, which may affect the generalizability of the findings. The reliance on self-reported data may introduce response bias. Future research should address these limitations by using a more representative sampling method and incorporating objective measures of innovative behavior and knowledge transfer. The study also could not explore all potential mediating effects due to limitations in space.