Socialization and Identification of New Recruits in Knowledge Intensive Firms: A Case Study

Using the models from van Maanen and Schein (1977) and Dutton et al. (1994), we have been able to investigate the socialization process and organizational identification both from the organizational as well as the individual’s perspective. The link between these two perspectives establishes a better insight into the company’s actual socialization intentions and the individual’s identification with the firm. From our research it is indicated that the perceived organizational identity affects new recruits identification with the company in a strong sense. However this identification was not enhanced by the socializition tactics of either individualization or institutionalization. We have hence found factors within Alfa Laval which seemed to enhance new recruits identification and socialization with the company. These factors include a culture which is open, friendly, informal and international, and a working environment which is challenging but with full of opportunities. Addtionally a finding was that none of the new recruits could specifically state the values of the organization, but that they merely made up their own sets of perceived organizational values which they thought identified the company.