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Article
New manager socialization and conflict management in China : effects of relationship and open conflict values
Journal of Applied Social Psychology
  • Yifeng, Nancy CHEN, Lingnan University, Hong Kong
  • Dean William TJOSVOLD, Lingnan University, Hong Kong
  • Xu HUANG, Hong Kong Polytechnic University
  • Da XU, China Mobile, China
Document Type
Journal article
Publication Date
2-1-2011
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
E-ISSN
15591816
Publisher Statement

Copyright © 2011 Wiley Periodicals, Inc

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Citation Information
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