In the era of IR4.0, environmental dynamism and satisfying customer needs through digital innovations have evolved across IT industries. This article attempts to examine the effect of technological culture (TC) and knowledge sharing (KS) on digital innovation (DI), organizational performance (OP), and the moderating effect of self-efficacy (SE) on the link between TC, KS, and DI. This study evaluates a novel conceptual framework utilizing survey data from 270 samples of IT firms’ employees in Bangladesh and analyzing it employing the PLS-SEM approach. The findings indicate that knowledge sharing and technological culture have a significant impact on DI and DI also significantly mediates the relationship between operational, financial, and employee performance. The findings suggest businesses recognize the chance of developing digital technologies and the digitalization trend in IT sectors by being devoted to embracing new technological cultures and upgrading their knowledge exchange to become innovation leaders and increase OP. This study describes how new digital technologies and knowledge sharing may be exploited to produce innovative digital creative digital solutions’ innovative products and services which ultimately increase their OP, where the managers of the IT organizations can apply this knowledge in respected fields.

The aim of this study is to examine the contributions of the components of employee engagement on knowledge-sharing behavior alongside possible mediating effect of management support. This study collected data from 395 respondents purposively selected from pharmaceutical organizations in Bangladesh. For input and incorporation of sample data, SPSS version 26 was used, whereas the PLS-SEM (version-4) tool was used to test the hypotheses relationships. The findings reveal significant positive effects of adaptation, devotion, and vitality on both knowledge sharing behavior and management support. Adaptation to new technologies and processes enhances employees’ ability and intention to share knowledge, facilitated by robust management support. Similarly, devotion and vitality among employees fosters a supportive environment that is conducive for knowledge exchange. Management support emerges as a critical mediator, amplifying the positive impacts of adaptation, devotion, and vitality on organizational outcomes. These findings address a critical gap in understanding the conditions that enhance knowledge-sharing behaviors in highly regulated industries and provides a valuable framework for organizations to nurture knowledge-sharing cultures that will drive innovation and resilience within emerging markets.