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ABSTRACT

Title:

AN ORGANIZATIONAL CULTURE PERSPECTIVE ON ROLE EMERGENCE AND ROLE ENACTMENT

Sophia V. Marinova, Doctor of Philosophy, 2005

Directed By:

Professor Paul E. Tesluk, Department of Management and Organization

Organizational culture has received ample attention both in the popular and

scholarly press as an important factor predicting organizational effectiveness by

inducing employees to behave effectively (Cooke & Rousseau, 1988; Schein, 1985,

1990). The assertion that culture leads to behavior, however, has received only

limited empirical support. The purpose of this dissertation is to explicate the impact

of organizational culture on employees' roles and subsequent role behaviors. I

propose that four types of cultures (clan, entrepreneurial, market and hierarchy) exert

different and at times competing pressures, thus, creating distinct role schemas

regarding the range of expected employee behaviors, which in turn, guide distinct

forms of employee role behavior (e.g. helping, innovation, achievement and

compliance).

In addition, I examine boundary conditions on the relationships between

culture and role perceptions and role perceptions and behavior. I propose that in the

process of role emergence, culture strength as an organizational level characteristic,

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