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The purpose of this paper is to describe the introduction of an online induction programme including an interactive webinar on a distance learning course and to present student feedback on the programme. It focuses on lessons learnt and implications for others implementing similar induction programmes.

A self-completion questionnaire was sent to all students enroled on the programme, including those who did not attend the webinar or participate in the online induction programme. This was followed up with a semi-structured interview. The analysis focused on the student experience of the induction programme.

Overall, students reported to be satisfied with the online programme. The webinar encouraged engagement with some elements of the online workshop and was felt to complement the other learning opportunities available online. The webinar was particularly valued for providing a “face” to the course, facilitating interactivity among tutors and students and helping the students to feel part of the University. Students also reported that the webinar had the advantage of allowing a social interaction between them.

A number of key changes related to multiple offerings of the webinar and the timing of activities in the online workshop were highlighted to encourage participation. Greater clarity on what is required in the induction and how long it would take would also encourage participation.

This case study is one of the few to evaluate the inclusion of webinar technology within an online induction programme and, therefore, has value in this context.

This paper explores employee experiences of induction in the Big Four accountancy firms to understand how induction influences new recruits' career aspirations.

Using Bourdieusian sociology, this article adopts an interpretivist multi-method approach through focus groups and semi-structured interviews with 28 newly appointed accounting professionals. The study defines newly appointed as those who have experienced induction within the last two years of their employment.

The study's findings challenge the authenticity of induction from a shared employee consensus. It cites contagious spin, regarding career progression opportunities espoused during induction, at odds with the reality of work, ultimately contributing towards unfulfilled employee aspiration. As current strategies suggest that the intersection between employee aspiration and employer provision in the accountancy profession, is too broad, this study argues for more collaborative inductions. In addition, it proposes that accountancy firms should re-evaluate their current strategies and co-construct more authentic inductions that benefit all stakeholders to develop a stronger psychological contract that positively influences employee aspiration.

The paper posits action-learning as a solution to address employee aspiration in induction campaigns in the accountancy profession.

As aspiration is the genesis of motivation and engagement, this study’s findings suggest that the use of an action-learning ethos in induction activities may provide an opportunity to explore the complexities of employee socialisation and provide a voice to new recruits attempting to influence any tensions or disappointment that may arise, as unmet career aspirations emerge.

The paper posits action learning as a solution to address employee aspiration in induction campaigns in the accountancy profession.

Although the importance of teacher induction is widely acknowledged, how teachers experience inductions, particularly those conducted in under-resourced areas, remains underexplored.

This study narrates a novice teacher's induction experience in a Chinese high school, from the perspectives of professional capital and community, social realist theory, practice architecture and teacher agency. The participant, Ming, reflected on a broad array of formal and informal induction activities and participated during the induction period.

Through the three-dimensional narrative space, namely broadening, burrowing and storying and re-storying, five themes emerged from Ming's induction experience: (1) heightened awareness of the meaning of teaching, (2) interacting with various professional communities, (3) professional identity tension and development, (4) the discursive influence of various aspects of culture and (5) the influence on future professional development. Overall, this narrative study shows that teacher expertise and identity development play central roles in teacher induction, and context acts as an important mediating factor in teacher induction. These findings echo the importance of teachers' agency in inductions. The implications for facilitating novice teacher induction are also discussed.

This study contributes to a nuanced understanding of a novice teacher's induction experience in China from the perspectives of practice architectures, professional capital and professional community. The conclusion highlights the importance of professional capital and agency during Ming's induction period. This paper unpacks the complexity of teacher induction by revealing new ways of thinking about induction.

The study aims to evaluate the effect of inducing emotions (neutral, joy and fear) on the level of visual attention in beer advertisements.

A between-subject experimental study with a multi-method design was carried out using three neuroscience equipment concomitantly. The electroencephalogram and the electrical conductance sensor on the skin were used to assess the emotions induced in the individuals, while eye-tracking was used to assess the visual attention to beer advertisements. Three independent groups were formed. Each group was induced to one emotion (neutral, joy or fear), and then the level of visual attention was observed in ten stimuli of beer advertisements.

The results revealed that the induction of joy increased the visual attention to the brand name, while the induction of fear increased the visual attention to both the brand name and product packaging but reduced the visual attention to human faces within the ads.

This paper extends the literature, and to the best of the authors’ knowledge, it is the first study to indicate that induced emotions before ad viewing influence potential consumers’ visual attention.

The findings can serve as a basis for developing advertising campaigns that use emotion induction before ad viewing to increase the visual attention of potential consumers.

To the best of the authors’ knowledge, this is the first study to investigate whether the emotion induction that happens before ad viewing can impact the level of visual attention to advertisements. The study also provides clear and comprehensible implications from marketing practices to improve visual attention to ads.

Induction is the process of newcomers entering and becoming part of an organization. In one sense newcomers represent an opportunity for organizations to learn and change, but in another sense newcomers are instigated into an existing institutional order. The purpose of this paper is to explore how induction of newcomers can be understood as both organizational renewal and the maintenance of status quo, and to develop ways of describing this in terms of learning.

The paper is designed as a qualitative study of induction practices in two branches of a Danish retail bank and a Danish management consulting company. The data are based on 30 semi‐structured interviews and on some observations in the case companies. The data have subsequently been analyzed phenomenologically and thematically in light of a pragmatist understanding of learning.

The paper provides two main findings. The duality of induction, in terms of organizational renewal and the maintenance of status quo can be conceptualized and meaningfully discussed through the metaphors of organizational rhythm and generative dance. And if this ambiguous dimension of induction is recognized, organizational idiosyncrasies, ways of doing and taken‐for‐granted aspects can be thrown up for discussion and thus potentially change or stabilize organizational practice based on persons and institutional order.

The paper adds to the growing academic debate of the complex nature of practice in general, and induction in particular. In addition, the paper has implications for practitioners involved in induction, as the paper highlights the need to rethink induction as both an opportunity to create organizational renewal and a way of maintaining status quo.

Seeing the duality of induction and exploring it through the metaphors of organizational rhythm and generative dancing is original and potentially enriching for researchers and practitioners.

Socialization is one of the fundamental processes that define how collectivities emerge. Socialization underpins the social structures that shape not only how social actors interact in community but also the boundaries of action and the rules of engagement. In the context of organizations, socialization is a process that significantly shapes organization in the way core practices shape how things are done and why they are done in particular ways. This emphasis on consistency within and between practices is seen to be greatly facilitated by specific practices like staff induction. The purpose of this paper is to review the current conceptual and empirical research on staff induction as a process of organizational socialization and outlines some of the areas for future research particularly if a social practice perspective is adopted.

The paper presents a systematic review of the relevant literature on organizational socialization and staff induction and outlines themes to which the debate can usefully be extended.

This paper focuses on how staff induction practices provide valuable insights about how social agents (especially newcomers) get socialized in organizations.

This paper provides a foundation for the various staff induction practices that other papers in this issue will be presenting. By outlining the current debate and insights from previous empirical research on staff induction, the objective is to extend the debate by outlining some new avenues for research that papers in the special issue both respond to and further explicate.

This paper explores staff induction and organizational socialization as a practice that can provide new insights into the dynamics of social interaction within organizations.

Induction and institutions may have followed the same tracks for a long period of time, but their interaction is scarcely analyzed. On the one hand, induction prepares newcomers to work in an organization that is completely new to them. On the other hand, institutions apparently need induction processes to maintain themselves in the same time they renew their members. The purpose of the present paper is to analyze induction as a practice, and to show how this practice turns itself into an institution, in spite of the embeddedness of action scripts into rational schemes.

The paper introduces the case of a retail bank and a consulting company in France. Both have formalized induction systems, but they show enough differences to be considered as offering two complementary approaches of a same practice. The same method is applied to both fields. It consists of analyzing induction as an aggregate of ostensive (action scripts), performative (actions themselves) elements, and artefacts (material productions).

The successive steps of selections and integration of induction process appear as ways of testing the compatibility of newcomers with the immunity system of the organization. Moreover, throughout both case studies, the ostensive aspect of induction has remained stable for years, although markets and business models have changed a lot. Induction seems to be frozen as far as practicing (i.e. the implementation of action scripts) is concerned. The study of practising (i.e. the dialectic interaction of ostensive, performative elements, and artefacts) shows that constant and individually lead adaptive moves preserve the institutionalized practice without any shape of rigidity.

Stability vs change, uniformity vs diversity depends on the lens by which the paper it looks at practices. If it takes into consideration the ocean of actions that are performed day after day inside the firm, diversity and change appear. However, if it adopts a longer range look at what happens and correlate it to appropriate institutional factors, stability, and uniformity emerge from permanent change. That disqualifies both technocratic attempts to standardize performance from abstract patterns and naive designs of spontaneous emergence of “not embedded” behaviors.

Provides a practical case illustration of the development and implementation of Web‐based induction training in an international financial services company. In the context of continuing growth and change, helping new employees to swiftly familiarise and integrate into the company is seen as being critically important. Shows how the power and capabilities of the company intranet are applied to support the induction process. The design of the induction training is examined from the perspective of the Lancaster learning model. Describes how the development of interactive training demonstrator systems is helpful when presenting the proposed induction training process to operational staff in order to clarify operational needs. The practical benefits of this approach to induction training are summarised from the perspective of new employees and for human resource management.

The process whereby new recruits are brought into the firm is an important element of human resource management practice. If done well, it can help to retain the new employee and reduce staff turnover. Shows that a cross‐section of firms in the sector now have some form of staff induction programme in place. In most cases, the induction programme is short‐lived and focused on job role and administrative procedures. The survey of these firms suggests that there is a need to embrace best practice from other sectors of the retailing industry, in particular, the recognition that well‐planned and structured induction can play an important role in bringing down staff turnover. However, induction is best seen as a process that commences before the employee starts work and extends through the first two or three months of employment. In the very best instances the new recruit is deliberately eased into the new job. Unit managers play a vital role in delivering the immediate induction programme and management programmes need to ensure that unit managers are themselves trained to train and their performance is monitored.

Because of their widespread use in industry, induction through‐heaters of various metal products must be of high effectiveness not only in “quasi” steady‐state operation but in different transient modes as well. Nowadays, they are usually designed to provide the required characteristics in “quasi” steady‐state operation mode mainly. The purpose of this paper is to examine numerical simulation of transient processes in induction through‐heating lines generally and investigate dynamic temperature fields during the first start of the heaters particularly.

The research methodology is based on coupled numerical electromagnetic and thermal analyses using FEM approach. ANSYS simulations are supported with the developed tools for imitation of mass transfer effects in continuous induction heating lines.

The results show that transient temperature fields in the heated strip or slab significantly differ from their “quasi” steady‐state descriptions. Local temperature variations acquired in longitudinal as well as transverse flux induction heaters during the first start have been predicted.

The received results can be used for design of induction through‐heaters and improvement of their characteristics in dynamic operation modes.

Investigation of dynamic characteristics of the heaters in dynamic modes can be only done by numerical modelling based on special algorithms providing a time loop additional to coupling between electromagnetic and thermal analyses. Such algorithms have been developed and used for investigation of two types of induction installations: through‐heaters of cylindrical billets for forging and heating lines of strip or thin slab for rolling mills.