The relationship between self-efficacy and organizational reputation in cooperative organizations

Abstract This article aimed to identify the relationship between self-efficacy and organizational reputation based on the contribution of members of cooperatives who graduated from a professional master’s program. Theoretical support was based on the assumption that individuals with high self-efficacy (individual dimension of training effectiveness) accept professional training challenges with a high level of demand, believing that the development of new skills can increase their degree of contribution to organizational performance and, consequently, improve the cooperative’s reputation as they deliver results with strategic impacts. The research consisted of a case study, using interviews with the graduates and their leaders and followers in the cooperatives, ensuring the qualitative analysis’ internal validity. Also, the study adopted a survey to identify reputation from the perspective of different groups that maintain a relationship with cooperatives. The findings showed that self-efficacy influenced graduates in developing new competencies, especially through learning conceptual foundations and methodologies that allowed the systematization of analytical and critical reasoning in work situations. Consequently, as graduates share the knowledge acquired through social interactions in the organizational environment, they also contribute to organizational performance and reputation.