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

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.