ArticleScientific reports2025
Influence mechanism of knowledge sharing factors on innovative behavior of employees in pharmaceutical logistics industry.
Article in Scientific reports, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
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Abstract
The primary objective of this paper is to examine the impact of a five-dimensional framework (subjective norms, face concern, reciprocal benefit, psychological ownership of knowledge, and execution cost) on the two dimensions of knowledge sharing within the pharmaceutical logistics industry, namely common knowledge sharing (CKS) and key knowledge sharing (KKS). Furthermore, it seeks to determine whether CKS and KKS contribute to enhanced employee innovative behavior (IB). These findings are based on a questionnaire survey of 527 employees at eight pharmaceutical logistics companies. The study employs structural equation modeling to evaluate the research model's underlying assumptions based on the hierarchy of needs theory and social exchange theory. The presence of subjective norms and reciprocal benefit demonstrates a beneficial influence on both CKS and KKS. Face concern exhibits a favorable impact solely on CKS without notable consequences for KKS. Conversely, psychological ownership of knowledge yields no influence on CKS but positively affects KKS. Execution cost, on the other hand, exerts a detrimental effect on both CKS and KKS. Additionally, the findings suggest that both CKS and KKS positively correlate with employee innovative behavior, with KKS exerting a more significant influence. This study investigated the mechanism of the five factors affecting knowledge sharing in greater depth than previous research, thereby providing a framework for future research in the field of knowledge sharing. It deduces the relationship between knowledge sharing and employee creativity based on previous research, refines the two dimensions of knowledge sharing (CKS and KKS), and analyses the impact of knowledge sharing on the creativity of individual employees. Based on the research findings, this study proposes managerial practices to facilitate knowledge sharing within organizations: developing integrated knowledge sharing platforms, establishing a systematic reward-punishment mechanism, and fostering a knowledge sharing-oriented organizational culture.
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