ISSN: 2226-3624
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Newcomer work adaptability is essential for employees to effectively integrate into organizations, particularly in high-tech enterprises characterized by rapid technological change and dynamic work environments. Although previous studies have examined the effects of organizational socialization strategies and employee proactivity on newcomer adjustment, limited attention has been paid to how these factors jointly combine to facilitate work adaptability. Drawing on configurational theory and person–environment fit theory, this study investigates the configurational pathways through which organizational socialization strategies and employee proactivity contribute to newcomer work adaptability. Using survey data from 419 newcomers in high-tech enterprises in Jinan, China, this study employs fuzzy-set qualitative comparative analysis (fsQCA) to identify configurations leading to high and non-high work adaptability. The findings reveal that no single condition is necessary for achieving high work adaptability. Four configurations lead to high adaptability, demonstrating multiple equifinal pathways, while five configurations associated with non-high adaptability indicate causal asymmetry. Furthermore, organizational socialization strategies and employee proactivity jointly shape newcomer adaptability through different combinations of conditions. This study extends organizational socialization research by adopting a configurational perspective and provides practical implications for organizations to develop differentiated socialization practices and enhance newcomer adjustment.
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