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Figure 4: Interaction between self-monitoring (cognitive) and

entrepreneurial culture

Compliant Role

5 4.5 4 3.5 3 2.5 2

High self- monitoring

Low self- monitoring

low

high

Entrepreneurial Culture

Hypotheses 7a through 7h posited that the relationships between culture and role

would be moderated by the perceived P-O fit. P-O fit had a main effect on helping and

innovative role (= .27, p< .01 and = .26, p< .01, respectively). In addition, only the

interactive effect of P-O fit and market culture on helping role was significant (H7d: = -

.19, p< .05, R2 = .04). The significant interaction between P-O fit and market culture

was in the predicted direction such that when the organizational culture had a strong

market orientation and the level of perceived fit was high, the relationship between

market culture and helping role was increasingly negative. In addition, at low market

culture individuals with high fit perceived helping to be more expected in their role than

individuals with low fit. Table 12 demonstrates the regression results for hypotheses 7a

through 7h and figure 5 illustrates the shape of the interaction.

90

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