A comparative study of innovative work behavior in the public and private sectors: the impact of organizational culture and psychological safety

Innovative Work Behavior (IWB) is increasingly important for organizational effectiveness, yet the cultural and psychological mechanisms that support it may differ across institutional contexts. Drawing on Social Exchange Theory (SET), this study examined the relationships among Ambidextrous Organizational Culture (AOC), Psychological Safety (PS), and IWB in Indonesia’s public and private sector. A cross-sectional survey was conducted with 498 public-sector and 461 private-sector employees using psychometrically validated measures of AOC, PS, and IWB. The proposed relationships and sectoral differences were tested using SEM and multigroup mediation analyses. The results showed that AOC was positively associated with IWB in both sectors. PS also positively predicted IWB and partially mediated the relationship between AOC and IWB. However, the indirect effect of AOC on IWB through PS was considerably stronger in the private sector (β = 0.336, indirect effect = 0.307, 95% CI [0.268, 0.345], p < 0.001) than in the public sector (β = 0.099, indirect effect = 0.087, 95% CI [0.063, 0.110], p < 0.001). These findings extend the IWB literature that AOC promotes IWB through PS, but this mechanism is shaped by institutional context. The study also highlights the importance of sector-specific Human Resources practices in fostering employee innovation.

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