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date: 25 March 2019

Organizational Socialization

This is an advance summary of a forthcoming article in the Oxford Research Encyclopedia of Communication. Please check back later for the full article.

Organizational socialization is the process by which people learn about and adjust to the knowledge, skills, attitudes, expectations, and behaviors needed for a new or changing role within an organization. Thus, organizational socialization focuses on organizational membership. This includes how people move from being organizational outsiders to being organizational members and how people move between organizational roles within and across organizations over time. To date, research has focused on the ways in which organizations encourage individuals to learn and to adjust to existing expectations for particular roles via tactics that encourage assimilation into a particular role. However, organizational socialization is a dynamic process. Individuals can also influence and shape the organization to align with what they want for the organization, via tactics that allow for personalization (or individualization) of the role. Thus, organizational socialization helps an individual assume a new or changing role that meets the organization’s needs as well as his or her own needs.

Most of the research on organizational socialization focuses on how newcomers enter into paid work environments. Much attention has been given to the tactics used by organizations to encourage people to assimilate into the organization. Research also focuses on the early stages of organizational socialization, in particular anticipatory socialization and entry and initial participation. Until very recently, less attention has been given to later stages in socialization, active participation, metamorphosis, and exit; non-work organizations; and transitions between roles within particular organizations. However there is a growing body of research on organizational socialization into volunteer roles; new or changing roles, within the same organization; and later stages of socialization, such as exit and disengagement. Scholars and practitioners increasingly recognize how individual, organizational, and contextual factors, including socioeconomic class, race, gender, new media technologies, globalization, and others, may alter how organizational socialization works; they offer insight into the underlying processes implicated in organizational socialization. Future areas of research related to context, time, boundaries, and communication are highlighted.