Interactive effects of employee and coworker general self-efficacy on job performance and knowledge sharing

Abstract

Guided by resource allocation theory and trait activation theory, we examined the relationships between a focal employee's general selfefficacy and the work outcomes of task performance and knowledge sharing. In particular, because coworkers play a critical role in activating the trait-like dimension of general self-efficacy, we investigated how the interactive effects between a focal employee's and their coworker's general self-efficacy influenced the work outcomes of 140 focal employee–coworker dyads employed in 15 industries in South Korea. Results show that focal employees' high general self-efficacy positively affected task performance and negatively affected knowledge sharing. Implications of the results and directions for future research are discussed.