Knowledge sharing, innovation, and trust are often evaluated together, yet their overlap can obscure differences between organizational performance dimensions. This study asks whether their conditional associations and contributions to explained variance are comparable for operational and non-financial performance in Pakistani pharmaceutical organizations. The analysis uses ten published interconstruct correlations and five reliability coefficients associated with an employee survey conducted in Lahore and Sialkot during June–August 2024. Standardized linear projections are combined with exhaustive subset regressions, Shapley allocation of explained variance, componentwise rounding bounds, and an explicitly conditional reliability calculation. The three predictors account for 0.448 of operational and 0.367 of non-financial variance. Knowledge sharing has a positive operational coefficient of 0.383, whereas its non-financial coefficient is −0.403, despite a positive pairwise correlation of 0.152. Innovation receives 80.0% of the explained non-financial variance, compared with 39.0% for operational performance. The negative knowledge-sharing coefficient remains within [−0.412, −0.394] throughout a conservative rounding enclosure. Trust contributes little unique non-financial variance. These findings identify outcome-dependent statistical suppression and show why positive correlations cannot establish a common performance pathway. They describe the published correlation structure; unavailable individual records, uncertain analytic sample size, and cross-sectional measurement preclude causal, population-level, or intervention claims.
