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This study aims to explore the relationship between perceived organizational support, self-efficacy and innovative work behavior. Specifically, it investigates the direct and indirect effects of perceived organizational support on innovative work behavior through the mediating role of self-efficacy.

Employing a descriptive research methodology, data were collected via a survey from 304 employees working in the private sector in Kosovo. The theoretical model was assessed using structural equation modeling (SEM).

The study revealed that perceived organizational support directly enhances employees’ innovative work behaviors. Additionally, perceived organizational support boosts employee self-efficacy, which subsequently fosters innovative work behaviors. Lastly, perceived organizational support also has an indirect impact on innovative work behaviors through self-efficacy, highlighting both direct and indirect pathways.

While this study offers valuable insights for organizations, suggesting the importance of supporting employees to foster innovative behavior in the workplace, it is essential to acknowledge its limitations. These include the relatively small sample size and the approach to data collection.

By focusing on the specific direct and indirect effects of perceived organizational support on innovative work behavior, this study contributes new insights to the literature. It diverges from previous studies that predominantly examined perceived organizational support’s mediating or moderating role in the relationship between other variables and innovative work behavior.

The effects of gendered views on employee voice are of great importance for knowledge sharing within public universities. Yet, they are still neglected by current human resource management and entrepreneurship literature. While strengthening themselves by reinforcing the strengths and opportunities, public universities can generate entrepreneurial opportunities through various knowledge-sharing mechanisms, including social networks and employee voice. This became a crucial lever for public universities to leverage competitive advantages and to support entrepreneurial activities through network knowledge-based sharing. For this purpose, this study aims to examine the various aspects of entrepreneurship via the voice of employees, emphasizing the moderating effect of gender and the mediating role of social networks on the link between employee voice and the entrepreneurial atmosphere of universities.

The authors collected survey data from a cross-sectional sample of 335 employees engaged in entrepreneurship activities within public universities in an emerging economy context and analyzed the data using partial least squares structural equation modeling (PLS-SEM) with the Smart-PLS software.

The PLS-SEM analysis found that different dimensions of the university entrepreneurial climate (communication, knowledge sharing and innovative climate) positively impact members’ voices within public universities. This effect is amplified by social networks, which are crucial for spreading knowledge among faculty, thereby fostering a more open and collaborative academic environment.

When acting, the university top management team should encourage the generation and dissemination of entrepreneurial ideas to nurture a dynamic entrepreneurial atmosphere and social involvement, ultimately supporting sustainable competitive advantages through a culture of strategic knowledge sharing. The results have practical implications for university managers, entrepreneurship education actors, administrators, policymakers and entrepreneurial ecosystem actors, by demonstrating how social networks can amplify the dissemination of ideas and entrepreneurial spirit.

This research explores how entrepreneurship and social networks can help faculty members have a stronger influence in academic settings. It also fills in the gaps in knowledge about how human resource management and entrepreneurship can work together to create a more communicative and innovative academic environment. Additionally, this study brings new ideas to existing literature by looking at how gender differences can affect employee voice, particularly emphasizing the importance of women in leadership roles at universities. This study is also the first to delve into how entrepreneurship and social networks, along with gender perceptions, play a role in shaping the voice of employees in a public university.