| Abstract: | This study examined the socialization experiences of 85 newly hired managers over a 4‐month period. Results indicated partial support for a model proposing a mediating relationship among structured and unstructured socialization contexts, socialization message content, and newcomer adjustment. Performance proficiency message content mediated the impact of fixed and serial tactics on role ambiguity while sequential tactics and trial by fire experiences had a direct effect. Investiture tactics were negatively related to new manager role innovation. |
