The role of organizational trust and self-efficacy in the relationship between organizational justice and knowledge sharing: Moderated mediation model

This research was conducted to reveal the role of organizational trust and self-efficacy in the relationship between organizational justice and knowledge sharing. Within the scope of the research, both the direct effect of organizational justice on knowledge sharing and its indirect effect through organizational trust were examined. Additionally, the moderating role of self-efficacy in this indirect relationship was aimed to be demonstrated. In the research, organizational justice was discussed with the sub-dimensions of distributive, procedural and interactional justice and organizational trust is discussed with the sub-dimensions of trust in supervisor and trust in organization. The research data were collected through surveys conducted with employees working in development agencies in Turkiye. The findings of the study indicated that organizational justice, procedural justice, and interactional justice positively affect knowledge sharing, while distributive justice does not have a significant effect on knowledge sharing. It was revealed that organizational trust mediates the relationship between organizational justice and knowledge sharing. Furthermore, it was found that in the relationship between distributive justice and knowledge sharing, all dimensions of organizational trust, play a mediating role. Self-efficacy was found to have a moderating effect in the relationship between organizational trust and knowledge sharing, as well as between trust in supervisor and knowledge sharing. Moreover, it was determined that self-efficacy has a moderating effect on the impact of organizational justice, distributive justice, and interactional justice on knowledge sharing through trust in supervisor, and on the impact of distributive justice on knowledge sharing through organizational trust.