How self-efficacy and trust impact innovative work behaviour through knowledge sharing: insights from virtual supply chain practitioners in Tunisia

Purpose This study aims to examine how self-efficacy and trust influence innovative work behaviour in virtual supply chain teams. While previous research has mainly focused on technological and operational factors, this study highlights the human factors that support employee innovation. Knowledge sharing is examined as a mediating factor that helps explain how psychological and relational factors lead to innovative outcomes. By focusing on these human aspects in digital work environments, the study provides useful insights for improving innovation and the effectiveness of virtual teams in emerging economies. Design/methodology/approach The study collected 93 responses from virtual supply chain practitioners in Tunisia using a structured survey and purposive sampling technique. The study applied SmartPLS to analyse the obtained data. Findings The results show that knowledge sharing has a strong positive effect on innovative work behaviour. Self-efficacy directly improves both knowledge sharing and innovation, confirming its role as a key personal resource. Trust, however, does not directly affect innovative behaviour but strongly increases knowledge sharing, which then supports employee innovation. Mediation tests confirm that knowledge sharing links both self-efficacy and trust to innovative outcomes. Research limitations/implications The results show that knowledge sharing positively influences innovative work behaviour. Self-efficacy enhances both knowledge sharing and innovation, confirming its role as an important personal resource. Trust does not directly influence innovative behaviour but contributes through knowledge sharing. The mediation analysis confirms the central role of knowledge sharing in both relationships. Originality/value This study offers original insights by examining the combined effects of self-efficacy and trust on innovative work behaviour through knowledge sharing in virtual supply chain teams, a context that remains largely underexplored in emerging economies. Moving beyond dominant technological and structural perspectives, it highlights the human and relational foundations of innovation. By combining social cognitive theory and social exchange theory, the study explains how psychological and relational resources are translated into innovative outcomes through knowledge sharing. The findings provide both theoretical contributions and practical guidance for fostering innovation in digitally mediated work environments.