A prosocial pathway to workplace resilience: Emotional self-efficacy and organizational error tolerance in Türkiye

This study examines the relationship between organizational error tolerance and employee resilience in Turkish investment banking. Drawing on cross-sectional data from 301 Turkish investment banking professionals, this study reveals that prosocial behaviour serves as the dominant mechanism through which emotional self-efficacy (ESE) is converted into coping capacity (CC), with organizational error tolerance (OET) amplifying this chain even in contexts where significant relationships between emotional self-efficacy and coping capacity remained observable under low OET conditions. The overall chain, Organizational Error Tolerance → Error Promotion → Innovation → Resilience, operates through a prosocially-mediated pathway in which ESE strongly predicts PSB (β = 0.565, p < .001), PSB dominantly predicts CC (β = 0.665, p < .001), and mediation accounts for 52.3% of the total ESE–CC effect (indirect β = 0.375, 95% BCa CI [0.297, 0.456]). The combined model explains 59.4% of variance in coping capacity. Turkish professionals maintain meaningful ESE–CC relationships even under low OET conditions (β = 0.342, p < 0.001), suggesting that social and organizational dynamics may play an important role in coping processes within the Turkish sample. Demographic analyses reveal that work experience and age significantly differentiate psychological resource levels across the Turkish sample, with distinctive patterns that illuminate how career stage shapes the activation of resilience pathways. These findings suggest that organizational error tolerance may strengthen existing social coping mechanisms within the Turkish organizational context.