This study analyzed the effects of organizational technology on the effectiveness of organizational socialization strategies. Previous studies on organizational socialization measured the effectiveness of socialization at the point when the socialization period, as defined by each respective study, concluded. However, this study identified problems in the timing of effectiveness measurement and the variables used in prior research, and instead measured the effectiveness of organizational socialization strategies using role conflict variables after the socialization process. This study focused specifically on organizational socialization strategies among various socialization activities, and the findings can be summarized as follows. First, organizational socialization strategies employed by organizations could be classified. Second, one extreme end of organizational socialization strategies could be identified as collectivized organizational socialization strategies. Third, the higher the degree of collectivization in organizational socialization strategies, the lower the level of role conflict among organizational members. Fourth, the effectiveness of organizational socialization strategies varied depending on organizational technology. The findings of this study suggest that it is unreasonable to judge the effectiveness of socialization activities at the point when the organizational socialization period ends, and that the assessment of socialization effectiveness should be made through comparison with subsequent organizational life. Furthermore, this study can provide criteria for the selection of organizational socialization strategies, and accordingly, can also offer criteria for selecting re-socialization strategies based on the technology that organizational members will use during personnel transfers, reassignments, and retraining.