Paying close attention to those new to an organization, whether fresh or experienced, whose primary interest is in (re)socialization, the current study intends to (1) further the concept of mentoring from a bilateral relationship to a community and culture fostered by developmental networks, (2) propose an integrated conceptual framework for organizational socialization, and (3) suggest implications for practice and future research. This study reviews, analyzes, and integrates research assets and subsequently re-conceptualizes the aggregate information as valid propositions and a conceptual framework. The findings include (1) 11 propositions regarding the relationships among network characteristics (embeddedness, diversity), developmental functions (career support, psychosocial support, and role modeling), and socialization outcomes (learning and attitudinal outcomes); and (2) an integrated conceptual framework that depicts a comprehensive mechanism through which developmental networks conduce to organizational socialization of newcomers. Implications are that developmental networking must be an individual’s fundamental competency and an essential part of organizational onboarding processes, and imperative for both members’ career development and innovative organizational culture. By integrating research assets on the developmental phenomenon into conceptualizations, this study furthers the concept of mentoring to organizational culture and stimulates a substantive discourse for theory-building towards organizational socialization from the developmental network perspective.

The purpose of this study is to substantiate the affecting factors of informal learning outcomes for professions in various dimensions of an individual and organization. In specific, the study analyzed the effects of learning motivation, job characteristics, and a supportive learning environment which have on task-related knowledge acquisition, adapting to organization and understanding contexts, relationship formation, and improving self-development-ability. The participants of the study were 261 professionals working at four major accounting firms in South Korea. Multiple regression models were applied step by step for analysis. In this study, the informal learning of professionals working at four major accounting firms is influenced by various factors of learning motivation, job characteristics, and a supportive learning environment. The detailed analysis results were as follows. Firstly, peer-support showed the most positive effect on task-related knowledge acquisition. Secondly, for adapting to organization and understanding contexts, task autonomy showed the greatest effect. Thirdly, peer-support was found to be the most important factor for relationship formation. Fourthly, for improving self-development ability, learning goal orientation showed to be the most important factor. The various factors facilitated the professional learning by empirical identification. The study presented practical implications for creating an effective informal learning support environment.

Purpose – The purpose of this study is to verify a role of organizational culture as antecedents to influence psychological empowerment of organizational members, focusing on service workers of casino companies. Therefore, this study sought to examine the question of each clan, adhocracy, market, and hierarchy culture that the workers perceive to influence their psychological empowerment. Thus, the current study examined the relationship between organizational culture and the psychological empowerment by empirical analysis. Research design, data, and methodology - This study chose four domestic casino companies that are run only for foreigners. Using an offline survey, it analyzed the questionnaire data of the 249 surveys collected from employees working in the sales and service sectors. Independent variables were four types of organizational culture: clan, adhocracy, market, and hierarchy. Dependent variables were four subcategories of psychological empowerment: meaning, competence, self-determination, and impact. As research methods, the study applied descriptive statistics, factor analysis, reliability analysis, correlation analysis, and multiple regression analysis, using SPSS 21.0 statistical program. Results - Among the organizational culture types, the clan and adhocracy cultures, which emphasize flexibility and autonomy, were relatively more important for the psychological empowerment of workers than the hierarchy and market cultures. Clan culture was the most important factor in terms of meaning and competence, and adhocracy culture was the most important factor in self-determination and impact. However, the hierarchy and market cultures that pursue control and stability were also cultural types that positively affected psychological empowerment of the workers. Hierarchy culture showed positive effects on meaning, competence, and impact except self-determination, and market culture had positive effect only on competency. Conclusions - The study found that organizational culture is an important predictor of psychological empowerment of the employees in casino companies and that important organizational culture types may be different for each sub-factor of psychological empowerment. It suggests that casino companies have to try to recognize and secure diverse organizational culture in order to activate psychological empowerment of their employees because they can provide quality service for customers. Therefore, it is necessary to create a harmonious and balanced culture between promoting flexible and autonomous organizational atmosphere, and stably controlling and operating the organization.