ABSTRACT

Introduction: In today’s rapidly evolving knowledge-based economies, innovation is recognized as a fundamental driver of organizational growth, competitiveness, and long-term sustainability. In an increasingly turbulent world where technology and knowledge are the cornerstones of advancement, organizations are compelled to pursue continuous innovation to maintain their market position and enhance productivity. As intellectual capital gradually replaces physical assets as the primary source of value creation, fostering innovative behavior among employees has become a strategic priority for many organizations. Within this context, knowledge sharing plays a pivotal role in enabling collective learning, solving complex problems, and disseminating innovative ideas. However, the effectiveness of such processes can be significantly influenced by various organizational and environmental factors, among which social capital and organizational acceptance of error sharing are particularly critical. These two factors, by fostering trust, promoting transparency, and creating a foundation for continuous improvement, substantially enhance innovation processes. Accordingly, this study aims to investigate the impact of knowledge sharing on employees’ innovative behavior, while also examining the moderating roles of social capital and error sharing in this relationship. The research seeks to provide a more nuanced understanding of the key enablers of innovation at the employee level and the optimization of organizational processes.

Methodology: This study adopts a descriptive-correlational research design with a survey-based approach. To test the conceptual model and analyze hypothesized relationships, structural equation modeling (SEM) was employed. The statistical population comprised 700 employees of the Toos Power Plant in Mashhad, from which 172 participants were selected using stratified random sampling. Data were collected using standardized and validated questionnaires and analyzed through SPSS and AMOS statistical software.

Findings: The results indicate that knowledge sharing has a significant and positive effect on employees’ innovative behavior. Furthermore, social capital and error sharing were found to play moderating roles, significantly strengthening this relationship. These findings suggest that enhancing an organization’s capacity for generating, adopting, and implementing novel ideas requires fostering a culture that supports open knowledge exchange, reinforces interpersonal relationships, and embraces learning from errors as an integral part of continuous improvement.

Conclusion/ Implications: This research highlights the critical importance of cultivating an organizational culture that promotes open knowledge sharing, strong interpersonal connections, and constructive engagement with errors. Such a culture can serve as a catalyst for innovation and bolster organizational adaptability in dynamic and competitive environments. The study provides valuable insights and practical recommendations for managers and policymakers seeking to foster organizational innovation through strategic investments in knowledge management and cultural development.