Psychological Safety as a Predictor of Team Innovation: The Mediating Role of Knowledge Sharing in Public Organizations in Maluku

Maudy Marla Tanihatu, Jean Rosalina Asthenu

Abstract


This study examines the mediating role of knowledge sharing in the relationship between psychological safety and team innovation in public organizations in Maluku Province. Using a quantitative cross-sectional survey design, data were collected from 185 Civil Servants (ASN) across five Regional Work Units (OPD) in Central Maluku Regency and Ambon City, selected via purposive sampling. Hypotheses were tested using path analysis following Baron and Kenny's (1986) procedure, verified through the Sobel test. Results indicate that: (1) psychological safety positively and significantly affects knowledge sharing (β = 0.512; p < 0.05); (2) knowledge sharing positively and significantly affects team innovation (β = 0.438; p < 0.05); (3) psychological safety positively and significantly affects team innovation (β = 0.361; p < 0.05); and (4) knowledge sharing partially mediates the relationship between psychological safety and team innovation (indirect effect = 0.224; Sobel z = 3.847; p < 0.05). These findings underscore the need to simultaneously strengthen psychological climate and implement structured knowledge management systems as strategies for developing innovative teams in regional government agencies in Maluku.


Keywords


Psychological Safety; Knowledge Sharing; Team Innovation; Mediation; Public Organization; Maluku

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References


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