Understanding the organizational learning culture—Innovative behavior relation in local government: The roles of knowledge sharing and job autonomy

Abstract Drawing from research on organizational learning culture, knowledge sharing (KS), and job characteristics theory, this study investigates the mediating role of KS in the link between organizational learning culture (OLC) and employee's innovative behavior (IB), as well as how this mediating effect might be moderated by job autonomy (JA). Data captured from 1420 public employees of 33 local governments in South Korea shows that OLC affects employees' IB, while the effect size is reduced when controlling for the role of KS. Further, JA moderates the positive relationship between KS and IB, such that the relationship becomes invigorated at higher levels of JA. The findings also reveal that the indirect effect of OLC on IB through KS is more pronounced at higher levels of JA, which offers evidence of moderated mediation. We discuss the significant implications of our findings for future research and practice.