Turning resistance into innovation: the role of knowledge sharing and collaborative culture

Purpose Using Cognitive Dissonance Theory and Information Exchange Perspective, the current study examines how and when resistance to change can lead to innovative work behavior, with a focus on the mediating role of knowledge sharing and the moderating effects of collaborative culture. Design/methodology/approach This study used AMOS v31 to analyze a three-wave survey conducted among 242 employees across Pakistan's IT, banking, and health sectors. To calculate the moderated-mediation index, we used SPSS Process Macro v4.2. Findings There is a positive relationship between resistance to change and knowledge sharing. Additionally, knowledge sharing mediates the relationship between resistance to change and innovative work behavior. Moreover, a collaborative culture strengthens the positive relationship between resistance to change and knowledge sharing, as well as the indirect link between resistance to change and innovative work behavior via knowledge sharing. Originality/value This study provides valuable insights into the complex relationship between resistance to change and knowledge sharing in promoting innovation, highlighting the significant role of contextual factors, such as collaborative culture, in effectively managing workplace conflict dynamics.