Emergence and persistence of work relationships in early socialization:Contrasting interpersonal and organizational perspectives

The development and maintenance of work relationships is the primary mechanism for effective socialization, yet emerging work relationships in early socialization are fragile. We hypothesize that their persistence is related to frequency of information-based support between newcomers and support providers and perceived responsiveness of support providers. We contrast this relational effect with a more established effect of organizational socialization practices. In a three-wave longitudinal study of 40 newcomers involved in 601 work relationships, we examined the persistence of newcomers’ information-support relationships over time. We found support for arguing that the persistence of information-support relationships is positively related to the frequency of information support that newcomers receive from their support providers. Moreover, we show that the persistence of information-support relationships depends on relational factors - the perceived willingness of a support provider to provide informational support, while favourable socialization tactics as perceived by newcomers do not play a significant role. We discuss theoretical and practical implications

Career success across the globe: Insights from the 5C Project

status: publishe

The network architecture of human capital : a relational identity perspective

Managing constellations of employee relationships is a core competency in knowledge-based organizations. It is timely, then, that human resource management (HRM) scholars and practitioners are adopting an increasingly relational view of HR. Whereas this burgeoning stream of research predominantly positions relationships as pathways for the transmission of resources, we shift attention by spotlighting that the interplay between HR practices and informal relationships perforate deeper than resource flows; they also influence how individuals view and define themselves in the context of their dyadic and collective relationships. Moreover, because HR practices routinely involve human capital movement into, within, and out of the organization, these practices have implications for the network architecture of organizations. We integrate the social network perspective (Borgatti & Halgin, 2011) with the theory of relational identity (Sluss & Ashforth, 2007) to present a relational theory of HRM that informs how modifications to internal social structures stimulated by HR practices can influence individual outcomes by transforming individuals’ self-concepts as relationships are gained, altered, and lost

Knowledge transfer in age-diverse coworker dyads in China and Germany : how and when do age-inclusive human resource practices have an effect?

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