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A critical omission in the coworker influence literature is how a coworker influences a closely related (focal) employee’s job performance behaviors and whether this influence is contingent on that coworker’s own behaviors. By integrating social information processing and social cognitive theories with social exchange and role theories, we hypothesize that there are, at least, three distinct types of coworker dyadic influence. Accordingly, we develop and test a moderated mediation model to explicate such influence. Two multi-source, field-design studies conducted in Hong Kong supported the modeled relationships in that employee role ambiguity partially mediated the relationships between coworker-employee exchange (CEX) and two types of employee job performance behaviors—task performance and organizational citizenship behavior (OCB). Furthermore, coworker OCB fostered employee job performance behavior both directly and interactively, acting as a moderator to weaken the relationships between employee role ambiguity and the two types of job performance behaviors.


Hospitality Administration and Management | Performance Management