Home > Leadership > New Manager Socialization and Conflict Management in China: Effects of Relationship and Open Conflict Values

New Manager Socialization and Conflict Management in China: Effects of Relationship and Open Conflict Values

New Manager Socialization and Conflict Management in China: 
Effects of Relationship and Open Conflict Values

Nancy Yifeng Chen, Dean Tjosvold, Xu Huang, Da Xu

Journal of Applied Social Psychology
Volume 41, Issue 2, pages 332–356, February 2011

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.
Advertisements
Categories: Leadership
  1. No comments yet.
  1. No trackbacks yet.

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s

%d bloggers like this: