This study investigates the relationship between the fulfillment of epistemic, diversive curiosity of employees in the workplace, and their work performance. We conceptualize the relationship in two modes: direct and mediated by intellectual stimulation and workplace loneliness. Drawing on social exchange theory, we argue that, in the absence of intellectual stimulation provided by motivational leaders to their followers, it could be generated by curiosity-fulfilling social exchanges among like-minded employees. We also argue that the nonfulfillment of curiosity could give rise to workplace loneliness, causing performance to decline. We further view the relationships in light of two moderating influences: employee self-efficacy and organizational panoptic surveillance. Based on a field study of 537 employees in 17 software development projects in a multinational firm, we found empirical support for the mediated relationships and the moderating influences. However, the direct association was not supported. We discuss the implications of our findings for organizational theory and practice. © 2022