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Down but not out: Newcomers can compensate for low vertical access with strong horizontal ties and favorable core self‐evaluations
Author(s) -
Fang Ruolian,
McAllister Daniel J.,
Duffy Michelle K.
Publication year - 2016
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/peps.12177
Subject(s) - horizontal and vertical , leverage (statistics) , psychology , socialization , onboarding , core (optical fiber) , perspective (graphical) , social psychology , social capital , sociology , social science , geodesy , machine learning , artificial intelligence , computer science , geography , materials science , composite material
We draw upon and extend socialization resources theory to explain how organizational newcomers leverage their social capital resources (i.e., vertical access and horizontal tie strength within their communication networks) and personal resources (i.e., core self‐evaluations) to learn about and assimilate into their work and organizations. The findings of a multiwave study of organizational entrants in China reveal the synergistic effects of relational and personal resources for newcomer adjustment. Newcomers learn and assimilate effectively not only when they have vertical connections to high‐status organization members but also when they can compensate for their lack of high‐status connections by leveraging their strong horizontal ties with peers and favorable core self‐evaluations. These findings provide a practical perspective on how to tailor newcomer onboarding practices to facilitate effective newcomer adjustment.