Assessing job self-efficacy and organizational commitment considering a mediating role of information asymmetry

Abstract

This study establishes a model by drawing from key postulates and findings under information asymmetry to explain the formation of organization commitment and job self-efficacy. In the proposed model, organizational commitment and job self-efficacy are influenced indirectly by social support, knowledge creation, and information intensity via the mediation of decision-making quality and perceived opportunism. Knowledge creation is influenced directly by both social support and information intensity. Empirical testing of this model, by investigating personnel from firms in one of Taiwan's well-known industrial zones, confirms the applicability of information asymmetry in understanding employees’ organizational commitment and job self-efficacy. The test results indicate that all the model paths except one (linking perceived opportunism and job self-efficacy) are significant. Finally, the research provides managerial implications and limitations.

Acknowledgments

This work was financially supported by the National Science Council of the Republic of China, Taiwan. The author wishes to thank Professor Chieh-Peng Lin for providing suggestions to improve the paper and Mr. Wei-Sheng Huang for helping refine the scale items.