An experimental study of newcomers’ information seeking behaviors during organizational entry

Miller, Vernon D.

doi:10.1080/10510979609368460

Cited by 65 publications

(112 citation statements)

References 51 publications

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“…Assimilation effectiveness was assessed by three measures that have been used in exemplar studies of socialization-related information seeking as dimensions of organizational assimilation effectiveness (e.g., Ashford, 1986;Jones, 1986;Miller, 1997;Miller & Jablin, 1991;Morrison, 1993Morrison, , 2002. Each of these three measures employed a 5-point Likert-type scale (ranging from 5 ϭ strongly agree to 1 ϭ strongly disagree).…”

Section: Methodsmentioning

confidence: 99%

“…For example, new organizational members (Feldman, 1976;Miller, 1997;Miller & Jablin, 1991) and incumbents (Kramer, 1989(Kramer, , 1993Kramer et al, 1995;Kramer & Noland, 1999) have uncertainties about how to fit in, how to do their jobs, how their performance will be evaluated, how to relate to others socially, and how to select their friends at work, among others (Kramer, 1989(Kramer, , 1993Kramer et al, 1995;Kramer & Noland, 1999). Although researchers have traditionally focused on a person's job search and entry into an organization as the primary period of uncertainty (and socialization), information seeking occurs repeatedly over the life cycle of one's career (Jablin, 2001;Rice, 1983;Svenning & Ruchinskas, 1984).…”

Section: Conceptual Issuesmentioning

confidence: 99%

“…Historically, scholarly treatment of assimilation has been limited to the traditional communication channels that support uncertainty-reducing information, including formal and informal face-to-face interactions among organizational members and traditional paper documents such as memos, house newsletters, and training manuals (e.g., Allen & Meyer, 1990;Fedor et al, 1997;Jablin, 2001;Lee et al, 1992;Meyer & Allen, 1988;Miller, 1997;Miller & Jablin, 1991). Organizational members' reliance on these traditional channels alone for uncertainty reduction is an unrealistic expectation in contemporary organizations.…”

Section: Contemporary Channels For Assimilation-related Informationmentioning

confidence: 99%

See 2 more Smart Citations

Organizational assimilation and communication technology use

Waldeck

Seibold²,

Flanagin³

2004

Communication Monographs

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Section: Methodsmentioning

confidence: 99%

Section: Conceptual Issuesmentioning

confidence: 99%

Section: Contemporary Channels For Assimilation-related Informationmentioning

confidence: 99%

See 1 more Smart Citation

Organizational assimilation and communication technology use

Waldeck

Seibold²,

Flanagin³

2004

Communication Monographs

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“…Issues related to feedback-giving and feedback-seeking behavior tend to be triggered by psychological factors of the participants of the feedback-process (Kluger and DeNisi;1996;Raver et al, 2012;Ashford et al, 2003;Ashford et al, 2016). The first psychological factor is the emotional stability of feedback participants.…”

Section: Psychological Factors Of the Feedback-related Behaviormentioning

confidence: 99%

“…In the case of feedback-seeking behavior, radical candor may show a positive effect on the willingness to directly ask for feedback. This variable can be assessed by methods like a feedback-seeking scale (Gupta, Govindarajan & Malhotra, 1999) or information seeking tactic scale (Miller, 1996). Radical candor may also show a positive effect on ability of feedback-givers to positively respond to feedback-seeking, and we recommend the use of a feedback-seeking promotion subscale on feedback orientation scale to assess this effect (Steelman & Levy, 2004).…”

Section: Contribution Of Radical Candor To Feedback Studiesmentioning

confidence: 99%

Construction and Application of Radical Candor: Efficiency of Criticism at Work

Vich

Kim²

2016

CEBR

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Negative feedback has been repeatedly identified as beneficial for organizational learning, adaptability, and performance. Despite having these advantages, most organizations still do not use negative feedback to its full potential, as they fail to spread it correctly among their members. The application of negative feedback, therefore, faces several issues like misuse or process avoidance that are mostly driven by psychological factors. The purpose of this paper is to discuss potential benefits of a newly emerged organizational approach called radical candor for contemporary state of the art in feedback-related behavior and to propose how it might be successfully applied in organizational settings. We define radical candor as a proactive and compassionate engagement in an unpleasant and direct feedback process. Radical candor may help reduce the influence of psychological factors like extreme levels of attachment, harsh emotions or low self-esteem in order to make organizational members more engaged and satisfied with the negative feedback process. Organizations willing to apply radical candor might consider either official implementation from top to bottom (through managers and leadership) or unofficial intervention through the agents (employees of all levels) depending on company characteristics.

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Socialization in Organizational Contexts

Ashforth¹,

Sluss²,

Harrison³

2008

International Review of Industrial and Organizational Psychology 2007, Volume 22

207

349

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The survival of an organization depends partly on its ongoing ability to integrate new members into the fold while simultaneously allowing if not encouraging organizational change. Organizational socialization is the process by which individuals become part of an organization's pattern of activities (Anderson, Riddle & Martin, 1999). This broad definition accommodates the impact of both the organization on the individual and the individual on the organization (the latter is often referred to as individualization or personalization), and-given that socialization is continuous-recognizes that individuals may be organizational newcomers or veterans.Why does socialization matter? First, because work contexts are complex, dynamic, designed for multiple purposes, and, for the newcomer, more or less novel, their meaning is inherently equivocal. As various perspectives (e.g., social learning theory, Bandura, 1977; social information processing theory, Salancik & Pfeffer, 1978; social comparison theory;Festinger, 1954) maintain, individuals socially construct meaning, giving particular weight to the views of credible people-in this case, veteran insiders. For example, Salzinger (1991) studied two cooperatives that specialized in domestic worker placement. In one, management regarded domestic work as stopgap work and provided no training. In the other, management regarded domestic work as a profession, provided training, and held supportive meetings where workers discussed their

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An experimental study of newcomers’ information seeking behaviors during organizational entry

Cited by 65 publications

References 51 publications

Organizational assimilation and communication technology use

Organizational assimilation and communication technology use

Construction and Application of Radical Candor: Efficiency of Criticism at Work

Socialization in Organizational Contexts

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