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nebst. Cooper: The right of free discussion 17 S

PurposeWith organizations hiring from increasingly diverse labor markets, this study aims to examine the implications of newcomers' individual differentiation for their group identification. The paper proposes and tests a self-verification process in which individual differentiation predicts group identification through role innovation under positive social feedback on innovation (moderated mediation). Simultaneously, a self-categorization pathway is examined of the indirect negative influence of individual differentiation on group identification through role modeling (mediation).Design/methodology/approachSurvey data were collected at three time points from 161 UK university alumni.FindingsThe analyses support a self-verification pathway: newcomers with high individual differentiation report higher group identification via role innovation only when they receive positive feedback on their innovative actions. However, there was no support for a self-categorization pathway, with no indirect relationship found between individual differentiation and group identification via role modeling.Practical implicationsHR practitioners and managers who are responsible for helping newcomers adjust should consider newcomers' individual differentiation. Specifically, newcomers with high individual differentiation may more successfully navigate their transition and identify with their workgroup when given appropriate support, such as positive social feedback on their innovative actions.Originality/valueThe study extends organizational socialization research by focusing on when newcomers with high individual differentiation may experience group identification. The findings highlight the important role of positive social feedback on group identification; this suggests a potential means by which newcomers with high individual differentiation can settle successfully.

PurposeIn recent years, the literature on person‐environment fit as a sought‐after outcome has burgeoned whereas misfit has been relatively neglected. Specifically, little research has investigated how people develop and maintain perceptions of not fitting in. The aim of this paper is to review past research on misfit, and present new data examining the role of coworker social relations in surfacing or diminishing perceptions of misfit.Design/methodology/approachWritten data were collected from 167 participants and analyzed using thematic coding. Themes emerging from the data were compared against the model of person‐environment misfit.FindingsFrom the authors' analysis of previous misfit research they identify four dimensions of misfit: sociodemographic, individual differences, structural, and social. The authors' data support and extend these dimensions. Further, the findings suggest that the social context is related to perceptions of misfit.Practical implicationsManagers can play a key role in misfit perceptions, both through action and inaction. Managers should note the importance of social relations in perceptions of misfit, and aim to provide supportive and well‐structured work contexts.Originality/valueThis paper makes four key contributions to the person‐environment fit literature. One is the categorization of dimensions of misfit, developed from past research. The second is the provision of three conceptual models summarizing different approaches to misfit in relation to fit. Third, the paper provides a novel perspective on misfit by focusing on social norms as the background against which misfit is experienced. Fourth, this research supports and extends on the four component model of misfit developed in the authors' initial review.

"Relationships in Organizations" is an exploration into the current world of relationships in the workplace. The book focuses on the ways in which organizational relationships; be they friendships, colleague relationships, superior-subordinate relationships, negative relationships, romantic liaisons or simply membership to a social network; can influence and affect our experience of work. The contributors are leaders in their field and present varied and cutting edge ideas regarding the dynamics of relationships in the workplace. This follows on from the volume "Friends and Enemies in Organizations", expanding the scope to all manner of workplace relationships. These books are the first in the field of organizational psychology to provide a comprehensive treatment of workplace relationships from multiple perspectives

Purpose
– Fun means different things to different people and the purpose of this paper is to attempt to answer the question "what is fun at work?". Given that perceptions of fun differ among people, the answer is that a pluralistic concept of fun best captures different notions of what constitutes fun at work.


Design/methodology/approach
– The research combines two separate studies. The first is an in-depth ethnographic project involving interviews, participant observations and document collection investigating fun and humour in four different New Zealand companies. The second study extends findings from the first by specifically asking participants to reply to survey questions asking "what is fun at work?".


Findings
– Currently fun is described in a variety of ways by researchers using different descriptors for similar concepts. Combining current conceptions of fun with the own research the authors categorize the complex notion of workplace fun into three clear categories: organic, managed and task fun. This tripartite conception of fun combines and extends current models of fun and collates earlier findings into a synthesized model of fun. The investigation found that fun is ambiguous and paradoxical which creates issues for both managers and employees. The authors recognize fun as a multifaceted concept and use paradox theory and the concept of flow to theorize the multilateral fun framework.


Practical implications
– The authors find significant implications for managers in regards to creating and fostering fun in the organizational context. Differing perceptions of fun may result in misunderstandings that can negatively impact morale and workplace relationships. A wider conceptualization of fun offers potential for more harmonious and productive workplaces and creates a greater tolerance for competing and paradoxical perceptions of fun.


Originality/value
– Current literature on workplace fun uses a variety of descriptors of fun and emphasizes a duality between managed and organic forms of fun. In suggesting a new term "task fun" the authors synthesize earlier conceptions of fun to create an integrated model of fun. The model clearly outlines three overlapping yet paradoxical categories of fun.

L'article traite des cinq seules peintures connues de I Madé Matjong, un peintre balinais de la fin de l'époque coloniale, sur lequel on sait assez peu de choses. Il vécut dans le village de Pangkung Karung, près de la petite ville de Kerambitan, ce qui explique que deux de ses peintures soient conservées dans les deux principaux palais de cette ville: le Puri Agung et le Puri Anyar. L'auteur analyse lesdites peintures ainsi que leurs sources d'inspiration, à savoir: le Arjunawijaya, le Ramayana et le Malat, et les replace dans le contexte de la peinture balinaise traditionnelle.