ONBOARDING, SOCIALIZATION AND ORGANIZATIONAL CULTURE: CONCEPTUAL BOUNDARIES AND LINKS BETWEEN INTEGRATION PROCESSES IN ORGANIZATIONS

Abstract

This article aims to analyze the conceptual distinctions and interrelations between the terms Onboarding, Organizational Socialization, Integration, Organizational Culture and Organizational Behavior, based on a narrative bibliographic review. Based on classical and contemporary authors, it discusses how each concept represents a specific dimension of the process of adaptation of new members to organizations. It is argued that, although the terms are often used as synonyms in practice, their differences are relevant both for theoretical understanding and for the formulation of effective people management strategies. Onboarding is presented as a formal, planned and measurable entry strategy; Organizational Socialization, as a broad and continuous process of social learning; Integration, as a psychological and relational result that indicates belonging and alignment; Organizational Culture, as a symbolic backdrop that shapes the other processes; and Organizational Behavior, as the theoretical field that analyzes the effects of these dynamics on attitudes, relationships and performance. Finally, a conceptual articulation between the terms is proposed, understanding them as interdependent parts of an adaptive system that directly influences the success of the insertion of new employees. The theoretical systematization proposed here aims to support managers, researchers and organizational policy makers in developing practices that are more aligned with the contemporary challenges of people management.

DOI: https://doi.org/10.56238/sevened2025.026-019