| Summary: | 碩士 === 國立臺北大學 === 企業管理學系 === 104 === This study examined the relationships between individual self-efficacy and organizational identification under organizational change and explored the moderating effects of task interdependence. Surveys were distributed to employees in a restructured telecommunications company in Taiwan. A total of 234 valid responses were received. There are several important results were found. First, the self-efficacy of employees was positively associated with organizational identification. Second, initiated task interdependence acted as a moderator between self-efficacy and organizational identification such that self-efficacy more positively related to organizational identification when employees’ initiated task interdependence was higher. Third, received task interdependence acted as a negative moderator between self-efficacy and organizational identification such that self-efficacy less positively related to organizational identification when employee’s received task interdependence was higher. Finally, outcome task interdependence didn’t play as a moderator role in the self-efficacy and organizational identification.
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