A Journey from Reality to Reality: Role of Informal Groups in Organizational Socialization

Objectives: This study aims to bridge the gap in literature by integrating two key models of organizational change. This integration seeks to provide a more comprehensive conceptual framework that addresses both theoretical and practical concerns related to organizational development. Theoretical Framework: Berger and Luckmann (1966) explain organizational change as the transformation of an individual’s subjective reality into an organization’s objective reality. Feldman (1981) further conceptualizes this process through a three-phase model, which includes anticipatory, encounter, and change & acquisition stages. Method: This conceptual approach identifies how the stages of socialization contribute to employees’ development of objective organizational reality and considers the influence of informal groups within the organization. Results and Discussion: The integration of these models provides a broader understanding of organizational socialization. First, it emphasizes how the extended conceptual model can enhance comprehension of organizational socialization. Second, it underscores the role of informal groups in influencing employees’ socialization process, pointing to the potential for employees to deviate from the organizational objective reality. Research Implications: This integrated model provides a basis for future empirical studies on the importance of organizational socialization stages and informal group influence on employee outcomes. It also offers practical insights for organizations seeking to optimize their socialization processes to align employees with organizational goals. Originality/Value: By synthesizing distinct models, this research contributes to a deeper understanding of how individual experiences can be integrated into cohesive organizational values which could entail sustained economic growth and fair employment, aligned with SDG 8.