Managing organizational entry in China : the roles of newcomer–supervisor exchange, incumbent support, and perceived insider status

Zhanying OU, Jie WANG, Tingting CHEN

Research output: Journal PublicationsJournal Article (refereed)

1 Scopus Citations


The socialization literature has long recognized the important role of perceived insider status in facilitating newcomer adjustment, but knowledge on how to cultivate this desirable psychological state is limited. This study examines newcomer–supervisor exchange as an antecedent of perceived insider status of newcomers, which in turn facilitates their social adjustment and task mastery during organizational entry. We also explore incumbent support as a boundary condition for these effects. We conducted a survey study on 320 new employees and 92 supervisors in China. This study revealed that newcomer–supervisor exchange was related positively to newcomers’ perceived insider status, and perceived insider status mediated the positive relationships of newcomer–supervisor exchange with social adjustment and task mastery. In addition, incumbent support moderated the positive relationship between newcomer–supervisor exchange and perceived insider status, as well as the positive mediated relationships of newcomer–supervisor exchange with social adjustment and task mastery through perceived insider status. Specifically, these relationships were weaker when incumbent support was higher. Theoretical and practical implications were discussed.
Original languageEnglish
Pages (from-to)485-509
Number of pages25
JournalThe International Journal of Human Resource Management
Issue number3
Early online date10 Aug 2016
Publication statusPublished - 4 Feb 2018



  • Perceived insider status
  • incumbent support
  • newcomer–supervisor exchange
  • social adjustment
  • task mastery

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