The social validation and coping model of organizational identity development: a longitudinal test

Smith, Laura G. E., Amiot, Catherine E., Smith, Joanne R., Callan, Victor J. and Terry, Deborah J. (2013) The social validation and coping model of organizational identity development: a longitudinal test. Journal of Management, 39 7: 1952-1978. doi:10.1177/0149206313488212

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Author Smith, Laura G. E.
Amiot, Catherine E.
Smith, Joanne R.
Callan, Victor J.
Terry, Deborah J.
Title The social validation and coping model of organizational identity development: a longitudinal test
Journal name Journal of Management   Check publisher's open access policy
ISSN 1557-1211
0149-2063
Publication date 2013-11
Year available 2013
Sub-type Article (original research)
DOI 10.1177/0149206313488212
Open Access Status File (Author Post-print)
Volume 39
Issue 7
Start page 1952
End page 1978
Total pages 27
Place of publication Thousand Oaks, CA, United States
Publisher Sage Publications
Collection year 2014
Language eng
Abstract Considerable research has explored the variables that affect the success of newcomer on-boarding, socialization, and retention. We build on this research by examining how newcomer socialization is affected by the degree to which newcomers’ peers and leaders provide them with positive feedback. We refer to newcomers’ perceptions of this feedback as “social validation.” This study examines the impact of social validation from peers and leaders on the development of organizational identification over time and the turnover attitudes of new employees. We found that perceptions of social validation significantly predicted how new employees used coping strategies to adapt to their new role over time, and consequently the development of identification and turnover intentions. Specifically, increased peer social validation predicted a greater use of positive coping strategies to engage with the new organization over time, and less use of disengagement coping strategies. In contrast, initial leader validation decreased newcomers’ disengagement from the organization over time. These results highlight the role of the social environment in the workplace in temporally shaping and validating newcomers’ adaptation efforts during transitions.
Keyword Social validation
Socialization
Organizational identification
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes Published online ahead of print 23 May 2013.

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2014 Collection
UQ Business School Publications
 
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Citation counts: TR Web of Science Citation Count  Cited 14 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 15 times in Scopus Article | Citations
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Created: Tue, 04 Jun 2013, 14:59:30 EST by Karen Morgan on behalf of UQ Business School