[Podcast] Online Knowledge Sharing: Key to Employee Innovation Through Job Self-Efficacy and an Innovation Environment
28 November, 2024
Keywords: Employee innovation, Innovation environment, Job self-efficacy, Online knowledge sharing
Innovation has been considered a core competency that helps organizations to excel in a fiercely competitive environment. Nowadays, knowledge plays a key role in all research, development and innovation activities, ensuring the sustainability of organizations in the market. In order to assess the impact of online knowledge sharing on employee innovation, and to explore the role of job self-efficacy and innovation environment in promoting this relationship, the research team of the University of Economics Ho Chi Minh City (UEH) conducted the project “Online knowledge sharing: Key to employee innovation through job self-efficacy and innovation environment.” This research is an important step for the development of policies and strategies to enhance the creativity of the workforce in Vietnam.

In the 21st century, organizations are forced to shift their focus to knowledge, information, and innovation as the core foundations for growth. The success of ]organization is closely linked to factors listed as knowledge, experience, creative contributions of employees, and the organization’s innovation capabilities. Innovation plays an important role in promoting organizational efficiency, growth, and long-term sustainability. Therefore, researchers have examined and analyzed prerequisites for innovation. Among them, previous studies have emphasized the role of knowledge in promoting innovative performance. However, employees cannot create and grasp all the knowledge needed to handle their daily work. Therefore, they engage in knowledge-sharing activities to update and to receive new knowledge. Although previous studies have mainly focused on investigating the role of collective knowledge sharing in promoting employee innovative performance, there is limited research examining online knowledge sharing in organizations. Furthermore, although online knowledge sharing plays an important role in enhancing organizational-level innovation performance, the impact of online knowledge sharing on individual-level innovation has not received much attention. To better understand how online knowledge sharing affects employee creativity, the UEH authors examined the mediating role of job performance and examined the moderating role of innovation climate. Therefore, this study was conducted to assess the impact of online knowledge sharing on employee creativity, along with the mediating role of job self-efficacy and of innovation in this relationship. From these findings, the study provides managerial recommendations for companies to enhance employee innovation.

Research Sample and Methodology
This study focuses on IT employees in Vietnamese companies, in which creativity is a core element of their daily work. Employees are often encouraged to think creatively to maintain a competitive advantage in a volatile industry. Vietnam’s transition from a planned economy to a market economy has increased the need for innovation, especially in the IT sector. Companies must generate and implement new ideas to develop innovative products and services. Therefore, the IT sector becomes an ideal context to study the impact of online knowledge sharing on employee creativity while providing valuable insights for other sectors facing similar pressures.
This study was conducted in two phases: a qualitative pilot study and a main survey. The qualitative pilot study was conducted through in-depth interviews to refine the survey objectives. The main survey was conducted using a convenience sampling method as this is the most common method of data collection (Etikan et al., 2016). To collect data, the authors contacted human resource managers of information technology companies to explain the purpose of the study.
The data analysis was carried out in 03 stages. First, normality testing was performed to determine the appropriate estimate in Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM). Second, CFA was used to validate the scale. Third, SEM was applied to test the conceptual model and hypotheses.
Key factors influencing employee innovation
In this study, the UEH research team focused on examining the variables that influence employee innovation, including online knowledge sharing, job self-efficacy, and innovation climate.
Online knowledge sharing is defined as “the process by which employees share their ideas, skills, and knowledge online with other colleagues in the organization to support each other in solving problems and developing ideas” (Nguyen, 2019, p. 78). In the digital age, online knowledge sharing is predicted to become an essential activity in companies (Nguyen et al., 2023). Online knowledge sharing helps speed up the process of accessing information and solutions, promoting mutual learning and better decision making (Nguyen & Nham, 2019). This process is expected to enhance employee innovation by encouraging knowledge exchange, which can lead to improved problem-solving and creative outcomes (Anderson et al., 2014). Additionally, trust built through online knowledge sharing is an important driver of individual creativity (Rhee & Choi, 2017; Shalley et al., 2004).
Self-efficacy can be defined as an employee’s self-efficacy in their ability to complete a given task effectively (Bandura, 1997). Online knowledge sharing enhances employees’ knowledge, skills, and abilities, which are important factors in determining their job performance (Bandura, 1986; Bandura, 1997). In addition, employees with high self-efficacy tend to participate in innovation processes (Liu et al., 2016) because they believe that they can solve complex problems and perform their jobs effectively (Bandura, 1997).
Innovation environment refers to “employees’ shared perceptions of the methods, processes, and behaviors that promote the generation, introduction, and implementation of new ideas” (Van der Vegt et al., 2005, p. 1172). Innovation envicronment includes organizational support, rewards, and a willingness to seek, experiment, and implement unique and useful ideas and solutions (Wang and Rode, 2010). In an innovation environment, employees are encouraged to take risks and pursue innovative approaches to accomplishing specific tasks (Gumusluoglu and Ilsev, 2009), creating opportunities for the generation and implementation of new and valuable ideas at work (Anderson et al., 2014).
Employees working in high innovation environments are encouraged and supported to exchange knowledge with each other to generate and implement valuable ideas in their work (Chen and Hou, 2016). In contrast, in low innovation environments, employees do not like to exchange knowledge with each other to improve their innovation performance (Chen and Hou, 2016).

Results and contributions
This study provides further evidence that job self-efficacy plays a mediating role in linking online knowledge sharing with employee innovation. The study confirms that innovation environment plays a mixed moderating role, influencing not only employee innovation but also moderating the relationship between online knowledge sharing and employee innovation.
In accordance with social cognitive theory (Bandura, 1986; Wood and Bandura, 1989), this study examines the mediating role of job self-efficacy. The results of this study are consistent with previous studies that found job self-efficacy to act as a mediating mechanism linking other variables such as employee innovation (Anderson et al., 2014; Liu et al., 2016). However, this study provides further evidence that job self-efficacy, as a mediating factor, helps to understand the relationship between online knowledge sharing and employee innovation.
In accordance with the Ability-Motivation-Opportunity (AMO) model (Blumberg and Pringle, 1982), this study examines the mixed moderating role of innovation climate. This study is consistent with previous studies in that innovation climate plays a moderating role in enhancing the influence of other factors, listed as transformational leadership, on innovation performance (Chen and Hou, 2016; Wang and Rode, 2010). However, this study provides evidences proving that innovation climate not only affects employee innovation but also moderates the relationship between online knowledge sharing and employee innovation. This contribution deepens the understanding of the relationship between online knowledge sharing and employee innovation.
Policy implications
Online knowledge sharing positively affects employee innovation
This study indicates that online knowledge sharing has a positive impact on employee innovation, especially in the IT industry where employees work in teams. Promoting knowledge sharing not only facilitates continuous learning but also encourages creative thinking. Managers should encourage knowledge sharing and create an facilitative environment, listed as valuing employees’ ideas and providing opportunities for them to learn from each other.
In addition, organizations should invest in information technology systems to support effective online knowledge sharing. Managers should organize workshops to teach employees how to share knowledge online. During the recruitment process, candidates who are willing to share knowledge should be selected, especially for positions that require high innovation performance. Employees ought to actively participate and encourage colleagues to participate in online knowledge sharing activities to improve work efficiency.
Job self-efficacy mediates between online knowledge sharing and employee innovation
This study highlights the importance of Job Self-Efficacy in promoting employee innovation. A culture of knowledge sharing within the organization helps employees develop confidence in their abilities as they learn new information. Managers should implement on-the-job training programs, which have a higher success rate than off-the-job training, to enhance employee skills and build employee self-efficacy. Hiring outside experts to provide training can also encourage knowledge sharing and open discussion, leading to innovative ideas.
Employees need to be confident in handling difficult tasks, especially in generating and implementing new ideas. Managers should nurture innovation self-efficacy, which is the foundation for the development of creativity. Applying transformational leadership principles can support this development. At the same time, organizations need to provide a variety of training programs to enhance employees’ knowledge and skills. In recruitment, organizations should test candidates’ job self-efficacy, as this is the foundation for their work behavior.
Innovation environment positively affects employee innovation and positively moderates the relationship between online knowledge sharing and employee innovation
Organizations need to proactively create an innovative environment as research demonstrates that this environment not only promotes employee innovation but also enhances the effectiveness of online knowledge sharing. To achieve this, managers should facilitate, encourage and reward new initiatives, as well as encourage employees to experiment and take risks in implementing ideas. The application of information and communication technology (ICT) can help optimize the knowledge exchange process, ensuring that employees are not overwhelmed and can share knowledge effectively. In particular, companies in the financial and insurance disciplines should provide more opportunities for employees to express their ideas, thereby developing a workplace culture that emphasizes innovation. These efforts will not only enhance the reputation of the organization but also strongly promote innovative behavior among employees.
The full-text article Online Knowledge Sharing: Key to Employee Innovation Through Job Self-Efficacy and Innovation Environment can be accessed HERE.
Authors: Le Cong Thuan, Phan Thi Kim Lan, Nguyen Thi Y Nhi – University of Economics Ho Chi Minh City.
This article is part of the series spreading research and applied knowledge from UEH with the message “Research Contribution For All”. UEH cordially invites readers to read the next UEH Research Insights newsletter.
News and photos: Authors,UEH Department of Communications and Partnership

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