A Prosocial Contributor or Status Grabber? How and Why Newcomer Proactive Knowledge Sharing with Coworkers Impacts Inclusion Perceptions via Ambivalent Coworker Attributions

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dc.contributor.advisorLiao, Hui HLen_US
dc.contributor.authorGuan, Zhishuangen_US
dc.contributor.departmentBusiness and Management: Management & Organizationen_US
dc.contributor.publisherDigital Repository at the University of Marylanden_US
dc.contributor.publisherUniversity of Maryland (College Park, Md.)en_US
dc.date.accessioned2023-10-10T05:42:31Z
dc.date.available2023-10-10T05:42:31Z
dc.date.issued2023en_US
dc.description.abstractNewcomers are often referred to as the “new blood” because they represent a source of fresh, unique, task-relevant knowledge that potentially adds value to organizations. In this research, I focus on newcomer proactive knowledge sharing with coworkers and investigate how it impacts the transition of newcomers from outsiders to insiders. Integrating attribution theory and the status characteristics theory, I propose that newcomer proactive knowledge sharing with coworkers triggers coworkers’ ambivalent attributions (i.e., perceiving it to be driven simultaneously by newcomers’ prosocial and status-striving motives). Furthermore, the ambivalent attributions affect the extent to which coworkers provide socialization support and utilize the newcomer’s knowledge, eventually exerting different influences on the newcomer’s inclusion perceptions. The results of a multi-wave (i.e., four waves) and multi-source (i.e., survey data from newcomers and coworkers) longitudinal study based on 336 newcomers in a large technology company support the proposed serial mediating relationships between newcomer proactive knowledge sharing with coworkers and their inclusion perceptions via coworkers’ ambivalent attributions and behavioral reactions. The data also demonstrates that leader encouragement of learning is a viable leader strategy that makes coworkers more likely to interpret newcomer proactive knowledge sharing is driven by prosocial motives. This research has significant implications both theoretically and practically. From a theoretical perspective, it advances our understanding of newcomer socialization, knowledge sharing, and workplace inclusion. From a practical perspective, it helps newcomers better navigate the process of knowledge sharing by illuminating potential social consequences. Practitioners can leverage these insights to create more inclusive onboarding experiences for new employees.en_US
dc.identifierhttps://doi.org/10.13016/dspace/uky9-3me7
dc.identifier.urihttp://hdl.handle.net/1903/30935
dc.language.isoenen_US
dc.subject.pqcontrolledManagementen_US
dc.subject.pqcontrolledOrganizational behavioren_US
dc.subject.pquncontrolledAttributionsen_US
dc.subject.pquncontrolledEmployee inclusionen_US
dc.subject.pquncontrolledKnowledge sharingen_US
dc.subject.pquncontrolledNewcomer proactivityen_US
dc.subject.pquncontrolledNewcomer socializationen_US
dc.subject.pquncontrolledStatus characteristics theoryen_US
dc.titleA Prosocial Contributor or Status Grabber? How and Why Newcomer Proactive Knowledge Sharing with Coworkers Impacts Inclusion Perceptions via Ambivalent Coworker Attributionsen_US
dc.typeDissertationen_US

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