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Summary of results

The empirical results lend some support to the overall theoretical framework.

Building on a contextual and social cognitive perspective on roles, I expected that the

organizational context as evidenced in the organizational culture, would relate to

employee role perceptions. Three of the four dimension of culture, exhibited relationships

in the predicted direction with employee roles supporting many of the proposed

relationships in hypothesis 1. Specifically, market culture was positively related to

achievement role, thereby, supporting the link between a market-oriented, competitive

culture and employee perceiving that high performance is required of them. In addition,

the entrepreneurial culture generated innovative employee roles and discouraged high

levels of compliant, rule-oriented role. Finally, hierarchy culture exhibited a negative link

with innovative role orientation, such that employees in entrepreneurial context tended to

perceive following the rules, and well-established procedures as less in-role. The

relationships between clan culture and helping role, and achievement role were not

supported. Finally, market culture had no linear relationship to perceptions of helping as

in-role.

Hypothesis 2 concerned the relationship between roles and employee behaviors. I

relied on role theory and the social cognitive theory to predict that roles will be linked

positively to functional and negatively, to dysfunctional behaviors. Only one of the

proposed relationships reached statistical significance—specifically, innovative role had

a significant, negative link with compliant behavior. The other theoretically developed

relationships did not receive empirical support.

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