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<p>Although the benefits of personal initiative for employees have been widely documented, how colleagues respond to personal initiative remains underexplored. Drawing on attribution theory, our research examines when and how colleagues make different attributions to personal initiative and, in turn, engage in proactive or reactive knowledge sharing. Through a two-wave survey (Study 1), a scenario-based experiment (Study 2), and a quasi-field experiment (Study 3), we find that when cooperative goal interdependence is high, colleagues tend to attribute personal initiative to organizational concern and actively share knowledge. In contrast, when cooperative goal interdependence is low, colleagues are more likely to attribute personal initiative to impression management and share knowledge only when explicitly requested. Our research thus introduces an attribution perspective on the interpersonal effects of proactive behavior and offers valuable guidance for managing proactive behavior in organizations.</p>

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An Attribution Perspective of Personal Initiative and Colleagues’ Proactive and Reactive Knowledge Sharing: The Role of Cooperative Goal Interdependence

  • 期刊论文

  • 发表日期：

    2025年12月2日

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  • Rui Yan,
  • Zhen Tang,
  • Dewen Liu,
  • Shanji Yao

摘要

Although the benefits of personal initiative for employees have been widely documented, how colleagues respond to personal initiative remains underexplored. Drawing on attribution theory, our research examines when and how colleagues make different attributions to personal initiative and, in turn, engage in proactive or reactive knowledge sharing. Through a two-wave survey (Study 1), a scenario-based experiment (Study 2), and a quasi-field experiment (Study 3), we find that when cooperative goal interdependence is high, colleagues tend to attribute personal initiative to organizational concern and actively share knowledge. In contrast, when cooperative goal interdependence is low, colleagues are more likely to attribute personal initiative to impression management and share knowledge only when explicitly requested. Our research thus introduces an attribution perspective on the interpersonal effects of proactive behavior and offers valuable guidance for managing proactive behavior in organizations.