Full-text VersionPublisher’s Version
New manager socialization and conflict management in China : effects of relationship and open conflict valuesJournal of Applied Social Psychology
Document TypeJournal article
AbstractHow 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.
Copyright © 2011 Wiley Periodicals, Inc
Access to external full text or publisher's version may require subscription.
Citation InformationChen, 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