SummaryPrevious studies have demonstrated that the psychological contract is largely shaped during socialization. This study adopts a complementary perspective and analyzes how the psychological contract at the start of employment shapes the subsequent socialization process. Drawing upon social exchange theory, we propose that newcomers with a higher sense of their personal obligations at entry will perceive orientation training as more useful and develop better relationships with their supervisors and peers, which in turn will facilitate their work adjustment. Results of a longitudinal survey on a sample of 144 recruits from a European Army show that newcomers with a higher initial sense of their employee obligations toward their employer report higher perceived training utility, higher leader-member exchange (LMX) with their instructors, and higher team-member exchange (TMX) with their platoon peers. Moreover, perceived training utility and LMX predict the fulfillment of employers' obligations; and training utility predicts the level of newcomers' employee obligations. Finally, training utility, LMX, and TMX predict some of three indicators of newcomers' adjustment, namely, role clarity (training utility and LMX), group integration (TMX), and organizational values understanding (training utility). These results highlight how newcomers' obligations at the start of employment contribute to the social exchange dynamic underlying organizational socialization. Copyright © 2015 John Wiley & Sons, Ltd.Keywords: organizational socialization; psychological contract; leader-member exchange; team-member exchange; trainingThe first few months in a new organizational environment constitutes a critical period both for the employer and for the newcomer (De Vos & Freese, 2011;Thomas & Anderson, 1998). Through socialization processes, the newcomer learns the ropes of his or her new role and becomes an effective member of the organization. In particular, this period is considered to be crucial in shaping and stabilizing the psychological contract, defined as the individual's perception of the reciprocal obligations which underlie the exchange relationship between the employee and the employer (Rousseau, 1990). To date, research on the psychological contract during the socialization process has mainly documented the newcomer's unfavorable reactions to the employer's failure to fulfill perceived obligations (Dulac, Coyle-Shapiro, Henderson, & Wayne, 2008;Lapointe, Vandenberghe, & Boudrias, 2013;Robinson, Kraatz, & Rousseau, 1994;Tekleab, Orvis, & Taylor, 2013).Researchers have also analyzed how psychological contracts develop during socialization either as a result of active information-seeking behaviors and knowledge acquisition by the newcomer or in response to perceived employer inducements and employee contributions (De Vos, Buyens, & Schalk, 2003;De Vos & Freese, 2011;Thomas & Anderson, 1998 Research ArticleInstead of considering the psychological contract as a result of the socialization process, Payne, Culbertson, Boswell,...
Bien que l’échec entrepreneurial soit perçu négativement dans la société, plusieurs chercheurs estiment qu’il offre une réelle opportunité d’apprentissage. Cependant, il est parfois difficile d’apprendre à partir d’un échec compte tenu des différents coûts financiers, psychologiques et sociaux qu’il occasionne. Au travers d’un modèle conceptuel, nous proposons un angle d’approche plus positif de l’échec entrepreneurial. Nous suggérons qu’un niveau de capital psychologique élevé joue un rôle modérateur dans la relation entre les conséquences négatives de l’échec et l’apprentissage à partir de l’échec. Cet apprentissage et ce capital psychologique élevé aideraient l’entrepreneur ayant échoué à poursuivre sa carrière entrepreneuriale.
In case of failure, entrepreneurs could endure various financial, psychological, and social costs. These intertwined costs could affect their learning from failure. All individuals do not react in the same way when dealing with adversity. Rather than focusing on (negative) consequences of business failure, we took a more positive approach by using the Conservation of Resources (COR) model theory to build our conceptual model. Psychological capital, which refers to “an individual’s positive psychological state of development characterized by high levels of self-efficacy, optimism, hope, and resilience,” could be considered as a resource to recover from entrepreneurial setbacks. We suggest that a high level of psychological capital plays a mediating role in the relationship between the negative consequences of failure and learning from failure. By learning from this experience, failed entrepreneurs will increase their intention to re-create a venture and pursue their entrepreneurial career. This theoretical research, by building a conceptual model based on resources, offers a more positive approach of entrepreneurial failure and investigates key psychological assets, such as psychological capital, that support the development of entrepreneurial resilience rather than the prevention of business failure.
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