When newcomer voice is (not) endorsed: The moderating effect of organizational socialization

Upon entering an organization, newcomers aim to reduce uncertainty, and often do so by adjusting to the organizational status quo. In this paper, we argue that these efforts to adjust and fit in can, paradoxically, enable newcomers to stand out. We focus on a specific way in which newcomers can stand out—by constructively challenging the organizational status quo. Although such challenge-oriented behavior is potentially risky, as it may antagonize incumbents, it holds great promise for organizations seeking new ideas and fresh perspectives on a status quo that many incumbents may have become blind to. Specifically, we investigate newcomer voice behavior—the upward communication of challenging but constructive ideas, suggestions, and concerns—and whether and when supervisors endorse such input. Informed by sensemaking theory, we argue that supervisor endorsement of voice critically depends on the organizational socialization of newcomers as this enables them to communicate ideas, suggestions, and concerns in ways that resonate with incumbents. We test our model using matched supervisor-newcomer data (i.e., 108 dyads), distinguishing between promotive (suggestion-oriented) and prohibitive (problem-focused) voice. We find that supervisors are generally receptive to newcomer promotive voice but tend to not endorse problem-focused voice from less-adjusted newcomers. Overall, our research provides novel, theory-driven insights into organizational socialization and newcomer voice endorsement, cautioning organizations against rejecting newcomer input that may be difficult to make sense of. • Supervisors, on average, tend to endorse newcomer promotive voice. • Supervisor responses to prohibitive voice depend on newcomer characteristics. • Supervisors endorse prohibitive voice only if raised by well-socialized newcomers.