Article Abstract:
The construct of self-efficacy has received increasing empirical attention in the organizational behavior literature. People who think they can perform well on a task do better than those who think they will fail. Differences in self-efficacy are associated with bona fide differences in skill level; however, efficacy perceptions also may be influenced by differences in personality, motivation, and the task itself. This article reviews theoretically the antecedent processes and information cues involved in the formation of self-efficacy. A model of the determinants of self-efficacy is proposed that enhances understanding of both the complexity and malleability of the construct. Determinants that facilitate the most immediate change in self-efficacy are identified, and appropriate change strategies are highlighted. Implications and propositions pertaining to future research are discussed at the end of the article. (Reprinted by permission of the publisher.)
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Article Abstract:
We define organizational improvisation as the degree to which the composition and execution of an action converge in time, and we examine the theoretical potential of this definition. We then propose that both organizational procedural memory (skill knowledge) and declarative memory (fact knowledge) moderate improvisation's impact on organizational outcomes in distinct ways. We also suggest that improvisation influences organizational memory by (1) generating experiments and (2) permitting the development of higher-level competency in improvisation. Contemporary technological changes related to the nature of organizational memory intensify the salience of these issues. (Reprinted by permission of the publisher.)
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Article Abstract:
Self-efficacy (one's belief in one's capability to perform a task) affects task effort, persistence, expressed interest, and the level of goal difficulty selected for performance. Despite this, little attention has been given to its organizational implications. This paper reviews the self-efficacy concept and then explores its theoretical and practical implications for organizational behavior and human resource management. (Reprinted by permission of the publisher.)
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