<![CDATA[This research examines how excessive task demands and institutional trust mechanisms influence innovative work behavior, positioning tacit knowledge sharing as an intervening construct among banking employees in Central Jakarta. A quantitative correlational framework with hypothesis verification was applied, whereby empirical data were obtained through structured questionnaires employing Likert scaling (1-5), administered to 260 permanent staff from Bank X and Bank Y via purposive sampling. Data processing involved descriptive statistical assessment and Structural Equation Modeling (SEM) via AMOS, satisfying established goodness-of-fit standards. Empirical outcomes demonstrated that work overload conditions and organizational trust significantly influence tacit knowledge sharing practices, while tacit knowledge sharing itself significantly predicts innovative work behavior. Furthermore, work overload and organizational trust were empirically validated as impacting innovative work behavior through both direct pathways and indirect pathways mediated by tacit knowledge sharing. These results suggest managerial implications including regulating workload distribution proportionally, cultivating organizational trust through equitable communicative practices, and reinforcing tacit knowledge sharing norms through best-practice exchange platforms, mentoring initiatives, and communities of practice. Future investigations should integrate additional explanatory variables (innovation climate, digital leadership orientation) and broaden empirical scope to alternative banking entities or service-based industries for more exhaustive understanding of innovative work behavior dynamics within digitally driven environments]]>
