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Negotiating the in-between: how job transitions open third spaces between newcomers and existing teams for socialization and organizational value creation
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This study examines how job transitions create in-between spaces where newcomers’ experiences, skills, and perspectives encounter established team routines and norms. Addressing a critical gap at the team level of organizational socialization research, it applies
Bhabha’s Third Space Theory to 28 qualitative interviews with newcomers. The analysis traces how ambiguity is negotiated within reconfigured team constellations through sensemaking and boundary work, enabling the hybridization of meanings. In teams characterized by psychological safety, openness, and recognition, these Third Spaces foster newcomer socialization and integrative collaboration by supporting mutual learning, identity development, co-creation, and innovation, underscoring their critical strategic importance for organizations.
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Job transitions Third space Intercultural dynamics Team dynamics Ambiguity Negotiation Organizational socialization Hybridization Value creation