The need to belong is a fundamental human motivation. Individuals dedicate substantial time and effort into developing and maintaining interpersonal relationships with others, yet the structures and mechanisms through which individuals satisfy their need for belongingness has changed. Subjugated to the periphery of communal life are the geographically based communities and traditional forms of interest-based communities so popular among earlier generations (Putnam, 2000). In their place, modern individuals have created and joined new types of communities consistent with the wants and demands of the modern economy and lifestyle. Based on looseness and flexibility (Wuthnow, 1998), these modern communities are marked by fluidity of membership where individuals are free to enter and leave at their own peril. Yet, we know very little about the experiences of newcomers entering communities and the underlying processes through which newcomers join communities. Utilizing a longitudinal qualitative approach, the first goal of this dissertation was to develop a substantive theory explaining the underlying processes through which newcomers join communities, resulting in the creation of the Newcomer-to-Member model. In the second half of this dissertation, the focus shifts towards the impact of sport fanship as a mechanism to assist in the tumultuous newcomer adjustment process. Based on the experiences of 31 incoming college freshmen over a two-year period, four themes are presented that illustrate how sport fanship can positively affect the experiences of community newcomers: 1) Offering an early and flexible form of involvement; 2) Creating meaningful individual connections; 3) Promoting community ambassadors; and 4) Stimulating the identity negotiation process. Sport fanship is conceptualized in this dissertation not as a predictor of consumer behavior, but rather as a mechanism that can be specifically structured and designed to enhance the experiences and lives of individuals. The implications of the Newcomer-to-Member model and the four themes related to sport fanship are discussed in terms of theoretical implications for higher education, organizational socialization, and sport management. Moreover, practical implications for both higher education and sport management are also discussed. / text

Serial (providing newcomer role models) and investiture (providing newcomer positive social support) tactics have been demonstrated as the most important predictors for newcomer adjustment. This study empirically examines the dynamics of serial and investiture tactics on newcomer adjustment and retention. It posits that goal interdependence between new recruits and their teams critically affects new recruits adjustment outcomes. This study adopts Deutsch’s theory of goal interdependence to understand when newcomers develop cooperative goal interdependence with their teams. It argues that serial and investiture tactics promote cooperative goal interdependence and reduce competitive goal and independent goal relationships and thereby result in newcomer adjustment and retention. A total of 102 interviews of specific incidents were conducted in Mainland China in 2011. Structural equation results support several hypotheses as well as the hypothesized model that serial and investiture tactics used by working teams are antecedents to goal interdependence between new recruits and their teams and that goal interdependence in turn influences adjustment outcomes, especially, newcomer affective attitudes as organizational commitment and job satisfaction, intention to quit, and co-worker relationship. It identifies that cooperative goal interdependence promotes positive attitudes and strong co-worker relationship and competitive goal interdependence and independent goal relationship result in low affective attitudes and high intention to quit. It demonstrates that serial and investiture tactics promote cooperative goal interdependence and undermine competitive goal and independent goal relationships. Findings suggest important practical implications. Organizations can help new recruits adjust and remain by strengthening cooperative goal interdependence between them and their teams. Providing role models and positive social support are important ways to induce cooperative goal interdependence. This study contributes to the socialization tactics literature as well as the theory of goal interdependence and to their integration.

Newcomers engage in proactive behaviors during organizational entry to increase their adjustment to the organization and to successfully complete their socialization. The present study investigated the links between proactive socialization tactics (i.e., positive framing, sense making and relationship building) and organizational outcomes. Specifically, organizational citizenship behaviors (e.g., assisting coworkers) and counterproductive work behaviors (e.g., verbal abuse) were investigated. The sample included 216 employees from various industries and organizations with an average organizational tenure of 9 months. The results indicated that all proactive socialization behaviors were associated with high levels of citizenship behaviors (i.e., OCB). Only positive framing was associated with low levels of counterproductive work behaviors (e.g., CWB). Furthermore, newcomer adjustment variables (i.e., role clarity, self-efficacy and social integration) were positively related to OCB and negatively related to CWB. The results also provided some support for the newcomer adjustment variables as mediators between proactive socialization behaviors and OCB/CWB. The present study also investigated the role of procedural justice in this model that links proactive socialization behaviors to OCB/CWB through newcomer adjustment variables. Results indicated procedural justice moderated the relationship between relationship building and newcomer adjustment including role clarity, self-efficacy and social integration.

Tant auprès des chercheurs que des praticiens, la socialisation organisationnelle semble représenter un sujet d’intérêt à l’heure actuelle (Fang, Duffy, & Shaw, 2011). Dans cette lignée, la présente thèse cherche à approfondir notre compréhension de la socialisation organisationnelle, afin d’en dresser un portrait plus complet et étayé, mais aussi d’y arrimer des pratiques porteuses pour les organisations et leurs employés. Plus précisément, les aspects relationnels inhérents au vécu des nouveaux employés, largement ignorés à ce jour dans la documentation (Ashforth, Sluss, & Harrison, 2007), sont examinés à partir de données recueillies à trois temps de mesure distincts auprès d’un échantillon de 224 nouveaux employés. Avec comme point de départ la théorie de l’échange social (Blau, 1964) et le concept de confiance affective (McAllister, 1995), le premier des deux articles qui composent la thèse démontre que, par rapport aux approches dites classiques (i.e., exprimant une vision cognitive de la socialisation organisationnelle), une approche relationnelle de la socialisation organisationnelle permet de mieux rendre compte du lien psychologique qui s’établit entre les nouveaux employés et l’organisation, alors que les approches cognitives classiques sont davantage explicatives de la performance des employés. Les deux approches semblent donc complémentaires pour expliquer l’adaptation des nouveaux employés. Le second article s’appuie sur la démonstration effectuée dans le premier article et cherche à approfondir davantage les aspects relationnels inhérents au vécu des nouveaux employés, de même que leur influence sur l’adaptation de ces derniers. À cette fin, la théorie de la conservation des ressources (Hobfoll, 1989) est considérée et l’engagement affectif (Meyer & Herscovitch, 2001) est mis de l’avant comme concept focal. Les résultats suggèrent que l’engagement affectif envers le supérieur compense pour un déclin de l’engagement affectif envers l’organisation, tel qu’il résulte d’un bris de la relation avec l’organisation. Les relations semblent donc, dans certaines circonstances, avoir une portée qui dépasse leurs protagonistes directs. La présente thèse démontre donc que les aspects relationnels inhérents au vécu des nouveaux employés ont une influence distincte, prépondérante et complexe sur leur adaptation en emploi. Ce faisant, elle s’insère dans un courant de recherche visant à remettre à l’avant-plan et mieux comprendre la sphère relationnelle dans les organisations (Ragins & Dutton, 2007). Les implications théoriques et pratiques qui en découlent seront discutées. / Both among researchers and practitioners, organizational socialization seems to be a topic of interest nowadays (Fang, Duffy, & Shaw, 2011). Along this line, the present thesis seeks to deepen our understanding of organizational socialization in order to provide a more complete and documented picture of it, but also to develop useful practices for organizations and their employees. Specifically, the relational aspects inherent to the experience of newcomers, largely ignored so far in the literature (Ashforth, Sluss, & Harrison, 2007), are examined using data collected at three points in time among a sample of 224 newcomers. Using social exchange theory (Blau, 1964) as a background and the concept of affective trust (McAllister, 1995), the first of the two articles that comprise the thesis shows that, compared with conventional approaches (i.e., expressing a cognitive view of organizational socialization), a relational approach to organizational socialization can better reflect the psychological bond that is established between newcomers and organizations, while conventional approaches are more explanatory of employee performance. The two approaches thus seem complementary to explain newcomer adjustment. The second article draws from the evidence reported in the first article and seeks to further deepen the relational aspects inherent to the experience of newcomers, as well as their influence on adjustment. To this end, conservation of resources theory (Hobfoll, 1989) is considered and affective commitment (Meyer & Herscovitch, 2001) is put forward as the focal concept. Results suggest that affective commitment to the supervisor compensates for a decline in affective commitment to the organization as resulting from a breach to individuals’ relationship with the organization. Relationships thus seem, under certain circumstances, to have an impact that goes beyond their direct protagonists. This thesis therefore demonstrates that the relational aspects inherent to the experience of newcomers have a distinct, prevailing and complex influence on their adjustment. In doing so, it is part of a research stream that tries to put forward and better understand the relational dynamics within organizations (Ragins & Dutton, 2007). Theoretical and practical implications will be discussed.

Tant auprès des chercheurs que des praticiens, la socialisation organisationnelle semble représenter un sujet d’intérêt à l’heure actuelle (Fang, Duffy, & Shaw, 2011). Dans cette lignée, la présente thèse cherche à approfondir notre compréhension de la socialisation organisationnelle, afin d’en dresser un portrait plus complet et étayé, mais aussi d’y arrimer des pratiques porteuses pour les organisations et leurs employés. Plus précisément, les aspects relationnels inhérents au vécu des nouveaux employés, largement ignorés à ce jour dans la documentation (Ashforth, Sluss, & Harrison, 2007), sont examinés à partir de données recueillies à trois temps de mesure distincts auprès d’un échantillon de 224 nouveaux employés. Avec comme point de départ la théorie de l’échange social (Blau, 1964) et le concept de confiance affective (McAllister, 1995), le premier des deux articles qui composent la thèse démontre que, par rapport aux approches dites classiques (i.e., exprimant une vision cognitive de la socialisation organisationnelle), une approche relationnelle de la socialisation organisationnelle permet de mieux rendre compte du lien psychologique qui s’établit entre les nouveaux employés et l’organisation, alors que les approches cognitives classiques sont davantage explicatives de la performance des employés. Les deux approches semblent donc complémentaires pour expliquer l’adaptation des nouveaux employés. Le second article s’appuie sur la démonstration effectuée dans le premier article et cherche à approfondir davantage les aspects relationnels inhérents au vécu des nouveaux employés, de même que leur influence sur l’adaptation de ces derniers. À cette fin, la théorie de la conservation des ressources (Hobfoll, 1989) est considérée et l’engagement affectif (Meyer & Herscovitch, 2001) est mis de l’avant comme concept focal. Les résultats suggèrent que l’engagement affectif envers le supérieur compense pour un déclin de l’engagement affectif envers l’organisation, tel qu’il résulte d’un bris de la relation avec l’organisation. Les relations semblent donc, dans certaines circonstances, avoir une portée qui dépasse leurs protagonistes directs. La présente thèse démontre donc que les aspects relationnels inhérents au vécu des nouveaux employés ont une influence distincte, prépondérante et complexe sur leur adaptation en emploi. Ce faisant, elle s’insère dans un courant de recherche visant à remettre à l’avant-plan et mieux comprendre la sphère relationnelle dans les organisations (Ragins & Dutton, 2007). Les implications théoriques et pratiques qui en découlent seront discutées. / Both among researchers and practitioners, organizational socialization seems to be a topic of interest nowadays (Fang, Duffy, & Shaw, 2011). Along this line, the present thesis seeks to deepen our understanding of organizational socialization in order to provide a more complete and documented picture of it, but also to develop useful practices for organizations and their employees. Specifically, the relational aspects inherent to the experience of newcomers, largely ignored so far in the literature (Ashforth, Sluss, & Harrison, 2007), are examined using data collected at three points in time among a sample of 224 newcomers. Using social exchange theory (Blau, 1964) as a background and the concept of affective trust (McAllister, 1995), the first of the two articles that comprise the thesis shows that, compared with conventional approaches (i.e., expressing a cognitive view of organizational socialization), a relational approach to organizational socialization can better reflect the psychological bond that is established between newcomers and organizations, while conventional approaches are more explanatory of employee performance. The two approaches thus seem complementary to explain newcomer adjustment. The second article draws from the evidence reported in the first article and seeks to further deepen the relational aspects inherent to the experience of newcomers, as well as their influence on adjustment. To this end, conservation of resources theory (Hobfoll, 1989) is considered and affective commitment (Meyer & Herscovitch, 2001) is put forward as the focal concept. Results suggest that affective commitment to the supervisor compensates for a decline in affective commitment to the organization as resulting from a breach to individuals’ relationship with the organization. Relationships thus seem, under certain circumstances, to have an impact that goes beyond their direct protagonists. This thesis therefore demonstrates that the relational aspects inherent to the experience of newcomers have a distinct, prevailing and complex influence on their adjustment. In doing so, it is part of a research stream that tries to put forward and better understand the relational dynamics within organizations (Ragins & Dutton, 2007). Theoretical and practical implications will be discussed.