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The purpose of this paper is to examine how customer socialization strategies can help social enterprises (SEs) to establish different types of organizational legitimacy and how different types of organizational legitimacy in turn can encourage customers' positive in-role behavior (such as repurchasing) and extra-role citizenship behavior (such as referral, feedback and forgiveness of quality problems).

A survey of 381 customers in Chinese SEs is used to examine the research questions. The paper uses structural equation modeling and bootstrap method to analyze the hypothesized relationships among customer socialization strategies, organizational legitimacy and customers' in-role and extra-role behaviors.

This study finds that various customer socialization strategies can differentially enhance different types of organizational legitimacy of a SE, which in turn positively affects customers' in-role repeated purchase behavior and extra-role citizenship behavior. The study also finds that three types of organizational legitimacy are highly accumulative; gaining relational and market legitimacy might be a precondition for obtaining social legitimacy for SEs.

This study is one of the first to empirically investigate the important role of customer socialization strategies in the acquisition of different types of organizational legitimacy in the context of SEs. It also shows how different types of organizational legitimacy, in turn, can positively affect customers' in-role and extra-role behaviors. In addition, this is one of the first empirical studies to investigate the accumulative nature of three types of organizational legitimacy in SEs: relational legitimacy, market legitimacy and social legitimacy.

A culture of health within an organization offers benefits such as managing healthcare costs and supporting employees in becoming and staying healthy. This study aims to identify successful organization's strategies utilized to socialize employees into a culture of health.

In-depth interviews were conducted with 19 representatives from organizations recognized for their success in creating a culture of health. Grounded theory analysis of collected data was used to identify themes related to the goals of this study.

New employees are socialized into the culture of health during the recruitment process, at new employee orientation and throughout the early employment period. Existing employees are also continually socialized using a variety of on-going communication strategies. This process is consistent with Jablin's organizational assimilation model, and this study offers the opportunity to use this model to help understand organizational health.

Organizations desiring to create a culture of health can support this culture by incorporating socialization strategies into the recruitment, hiring and new employee on-boarding process.

Though strategies have been shown to be helpful in socializing new employees into organizations, limited research has explored the relationship between socialization and a culture of health. Results from this study offer insight into how organizations that have been recognized for their success in creating a culture of health socialize new and existing employees to create and maintain a culture that supports health and well-being. Also, this study applies socialization theories to health within the workplace, offering new insights both theoretically and practically.

Despite more than three decades of studies, the role of information‐seeking during organizational socialization remains ambiguous. The purpose of this paper is to investigate the mediating role played by information‐seeking behaviour during the organizational socialization process.

Two different information‐seeking behaviors (implicit and explicit) were considered as mediators in the relationship between personality (extroversion, openness to experience, conscientiousness), organizational variables (LMX and POS) and organizational socialization outcomes (task mastery, social integration, role ambiguity, role conflict). Analysis carried out with SEM (structural equation modelling) on longitudinal survey data from 316 new police officers during their first six months of work showed interesting results regarding the two hypothesized mediators.

In particular, the results show that the two information‐seeking behaviors seem to be related to different paths that link personality and social‐exchange variables to organizational outcomes.

The paper's findings provide useful clues for a better understanding of the role of information‐seeking behaviour during the socialization process and highlight the importance of social support in predicting newcomer adjustment.

The purpose of this study is to investigate the impact of organisational socialisation tactics, namely, context-based, content-based and social-based tactics, on affective commitment by the mediating role of perceived organisational support.

A quantitative study was conducted using a judgmental sample of 119 newcomers with one-year experience or less in Jordanian small and medium-sized enterprises. The collected data were analysed using bootstrapped procedure by the partial least squares-structural equation modelling.

The empirical results show that perceived organisational support plays a crucial role in mediating the relationships between socialisation tactics and affective commitment. Specifically, both social-based tactics and content-based tactics have a significant indirect effect on affective commitment through perceived organisational support. However, context-based tactics do not directly or indirectly influence affective commitment or perceived organisational support significantly.

To the best of the authors’ knowledge, this study is among the first studies in the Jordanian context that investigate the relationship between organisational socialisation and affective commitment by the mediating role of perceived organisational support, thus adding originality to the existing literature. Furthermore, this study contributes to the scholarly debate on the relationship between socialisation and outcomes.

The emergence of children as a distinct consumer class has led to a stronger influence on the parents and their participation in the family buying process. This paper aims to investigate the different socializing agents of children across different product categories leading to their enhanced pester power.

With the help of a bilingual questionnaire (English and Arabic language), a survey was conducted in Dhofar, Oman. Purposive sampling was used to collect the data from the parents of young children (8-12) years. The collected data was then tabulated in MS Excel and analyzed using SPSS and AMOS 24 Statistical software.

The study found that parents are the strongest consumer socialization agents for young Arab children, followed by friends and internet, and the weakest agent is TV. Arab children use persuasion strategy more often and use aggressive strategy least often to pester their parents.

The study has been very perspicacious in understanding child’s role in the otherwise reserved Arab families. Marketers can make use of this finding and can develop marketing communications with more appropriate content.

The growth of Gulf markets offers marketers a great opportunity to renew their marketing practices and techniques. Still not much has been found in literature to study this region. With this in mind, the current study aimed at analyzing the consumer socialization and influence strategies of the Arab children.

The shrinking supply of labour, the rising expectations of new entrants into the workforce, the trend towards corporate downsizing, and the growth in the number of plateaued middle managers will require corporations to develop innovative ways of recruiting, selecting, training, and developing new employees by the end of the century. Companies will need to be more effective in recruiting and maintaining a culturally diverse workforce, in managing new recruits in “flat track” careers, and in using plateaued middle managers more extensively as mentors.

This study aims to examine financial socialization based on augmented reality (AR) technology for elementary school students, which it is hoped will improve their sharia financial knowledge.

The experimental method with pre- and post-test and control groups was used to test the improvement in the young learners’ sharia financial knowledge. This study used AR for sharia financial socialization on elementary school students and focused on sharia’s basic concepts, which include earning money, balanced spending, borrowing, saving, investment, payment methods, financial technology and the concept of protection.

This study finds empirical evidence that the treatment group, who received sharia financial socialization via the AR media, increased their sharia financial knowledge to a greater extent than the control group did.

This study provides encouraging evidence about the potential of sharia financial education for elementary school students using the appropriate learning strategies and media. The weakness in this study is that it was only carried out in one elementary school, with the children of middle- to upper-income parents. Further research should be undertaken at several schools with the children of parents with different income levels.

A shift in learning styles from verbal or visual to virtual encourages the use of AR-based learning media. Financial concepts can be abstract ones, and AR-based learning media is able to present intangible virtual elements so they become more concrete and tangible.

The global COVID-19 pandemic has affected all aspects. One of the most severe and likely to be multiyear ahead is the financial aspect. Therefore, this research is expected to be a preparation for the younger generation as early as possible to strengthen social benefits in order to improve sharia financial literacy.

Research into the financial literacy, especially sharia financial literacy aimed at elementary school students, is still very limited. The teaching of financial literacy will be more effective if educators use the appropriate strategies and media. This study used financial socialization strategies and AR learning media that are aligned with the learning styles of young learners.

This article studies attitude change and its intention is to emphasise that management education has its impact through influencing attitudes as well as developing instrumental skills—skills in getting things done. The first part presents a research study and its conclusions, the second discusses some of the implications of these conclusions and some of the issues they raise.

The late 1970s saw a significant change in the management of human resources in organizations. Many new programs have been introduced in such areas as career counselling and placement, employee training and development, job redesign, and alternative work schedules. As the programs are becoming more sophisticated and pervasive throughout organizations, executive involvement in such programs is increasing. Executives must be able to develop and monitor programs which strengthen the fit between employees' needs and those of their organization.

The aim of this paper is to develop a better understanding of the pressures that can cause mission drift among social enterprises and some of the steps that social enterprises can take to combat these pressures.

The paper is conceptual in nature. It draws on resource dependency theory, institutional theory and various extant empirical studies to develop an understanding of the causes of mission drift. This analysis is then used to examine the practical steps that social enterprises can take to combat mission drift.

The paper highlights how high dependence on a resource provider and the demands of “competing” institutional environments can lead to mission drift. Based on this analysis, the paper sets out various governance mechanisms and management strategies that can be used to combat mission drift.

The paper sets out practical steps social enterprises can take to try to prevent mission drift. While governance mechanisms provide important safeguards, there is still a danger of mission drift unless active steps are taken to manage the tensions that arise from trying to achieve both commercial and social goals. These strategies can be divided into two broad types. Those that seek to compartmentalise the different activities into separate parts of the organization and those that seek to integrate them. Integrative strategies include careful selection and socialization, compromise and “selective coupling”.

The paper will be of value to other researchers attempting to understand the dynamics of social enterprises and, in particular, the processes that can lead to mission drift and to managers of social enterprises keen to combat these processes.