Substitutes for socialization and exocentric teams

Abstract

Much of the research about groups in organizations has been framed around traditional work groups with features such as work that is done in the same place, at the same time, for the same organization. These features and related assumptions have shaped our theories and research about groups. This chapter first presents a framework for distinguishing between traditional and new forms of groups and then offers arguments about why our theories and research strategies must change as we move from groups with traditional features to new forms of work groups. This basic thesis is illustrated by examining the concept of socialization. We argue that traditional socialization mechanisms may not apply to new forms of work groups, and we introduce the concept of “substitutes for socialization” to explain the socialization processes in these new groups.

Citation

Goodman, P.S. and Wilson, J.M. (2000), "Substitutes for socialization and exocentric teams", Neale, M.A. and Mannix, E.A. (Ed.) Research on Managing Groups and Teams (Research on Managing Groups and Teams, Vol. 3), Emerald Group Publishing Limited, Leeds, pp. 53-77. https://doi.org/10.1016/S1534-0856(00)03004-8