New manager socialization and conflict management in China : effects of relationship and open conflict values
Document Type
Journal article
Source Publication
Journal of Applied Social Psychology
Publication Date
2-1-2011
Volume
41
Issue
2
First Page
332
Last Page
356
Abstract
How newcomers interact with experienced employees has been thought to affect their socialization and performance. This study complements previous newcomer research by examining the role of organizational values on this interaction. Middle managers newly recruited into a large telecom company in China were randomly assigned to discuss a conflict with an existing employee where the organization either valued relationships or not, and either valued open discussion of diverse ideas or not. As expected, valuing relationship and open discussion, compared to not valuing relationship and avoiding discussion, facilitated new managers' socialization and helped them develop cooperative goals and quality leader-member exchange. Results were interpreted that by embracing values of relationships and open discussion, organizations can more effectively socialize newcomers.
DOI
10.1111/j.1559-1816.2010.00716.x
Print ISSN
00219029
E-ISSN
15591816
Publisher Statement
Copyright © 2011 Wiley Periodicals, Inc
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Chen, N. Y.-F., Tjosvold, D., Huang, X., & Xu, D. (2011). New manager socialization and conflict management in China: Effects of relationship and open conflict values. Journal of Applied Social Psychology, 41(2), 332-356. doi: 10.1111/j.1559-1816.2010.00716.x