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The purpose of this paper is to develop and test theoretical propositions explaining why and under what circumstances highly self-efficacious employees experience victimization at work and how task interdependence leads to the situation that employee victimization emerges.

To test hypotheses, the authors collected the data from four organizations, which are private company, public enterprise, medical institution and government office in Gyungbuk province, South Korea. The final sample for analyses was 209 employees.

Contrary to the prediction, high self-efficacy did not show a statistically significant relationship with victimization. However, task interdependence is related to victimization and functions as an important situational contributor to exacerbate highly self-efficacious employees’ victimization.

The findings have research implications by exploring victimization of the employees with high self-efficacy, which is an underdeveloped area in the victimization literature and showing that task interdependence is the critical factor to trigger and aggravate employee victimization. Despite these implications, this study should be evaluated in light of several limitations such as the data from single source for all variables and the use of cross-sectional data.

Managers need to be aware that highly self-efficacious employees can be vulnerable to victimization at work, where there is high task interdependence. The evidence suggests that managers may take safeguards to deter employee victimization, when tasks are closely related among members.

This paper contributes to expand the understanding of employee victimization by examining the roles of self-efficacy and task interdependence to crystalize antecedents and boundary conditions of victimization at workplace.

This study aims to examine how an employee’s engagement in innovative behavior (IB) can lead to the experience of aggressive actions from other members of an organization and the joint roles of employee in-role performance and task interdependence in this relationship.

A field study conducted among a diverse sample of employees working in various industries provided converging evidence for the theorized predictions. The sample of 204 full-time employees is included in the analyses.

The results confirmed that innovative employees can be targets of victimization in an organization and employees’ high in-role performance and high task interdependence jointly moderate the negative relationship between innovative performance and victimization.

The current study should be evaluated in light of some limitations, such as single-source data and the use of cross-sectional data.

It is advised that innovative individuals should accomplish their required duties in highly task-interdependent contexts to avoid harmful responses from peers. Managers should be aware of the potential negative side of IB. The data involving various industries provide evidence for the generalizability of the research findings and conclusions.

This paper advances the understanding of the consequences of creative behavior by examining the unexplored aspect that innovative employees can become victims of peer mistreatments. It also expands the understanding of negative outcomes of engaging in creativity by concurrently examining moderating roles of in-role behavior and task interdependence.