Title

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

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