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Deskripsi

How can organizations establish collaboration between their established members and a newly hired member? We address this question by studying firms undergoing scaling using a multiple-case study. We find that widely involving the new hire into the established managers' activities backfires. Such extensive involvement is intended to build the same kind of strong, personal relationships with the new hire that the established managers share amongst themselves and, in doing so, establish collaboration. But the established managers' relationships turn out to be irreplicable. Being extensively involved without possessing the same kind of relationships, the new hire becomes perceived as an intruder. In contrast, involving the new hire more selectively led to the new hire becoming respected as a relationally distant but professionally appreciated “stranger,” which engendered effective collaboration.