In hypothesis 3, I proposed that culture strength would act as a moderator of the
relationships between culture and roles. In two cases, the interaction effects were
significant. There was a negative relationship between clan culture and achievement
(high performance) role, when both the level of clan culture and culture strength were
high. Finally, hierarchy culture and hierarchy culture strength seemed to have
substitutable effects on the level of compliant role perceptions.
In hypothesis 4, on the basis of social conformity perspective, I predicted that
roles would be more related to expected behaviors in stronger cultures. Only one of the
proposed relationships received statistical support. Employees with achievement role
orientation who perceived the culture of the organization as strongly reinforcing the
dimension of external competitiveness (i.e. had strong market culture) were viewed as
less helpful by their supervisors.
Hypothesis 5 posited that self-monitoring will impact the extent to which
individuals incorporate the organizational culture in their roles. None of the relationships
received empirical support. One of the interaction terms was, in fact, significant but in a
different from the predicted direction. Hypothesis 6, in which I suggested that self-
monitoring will enhance the relationships between roles and exhibited behaviors, was
also not supported.
For hypothesis 7, P-O fit interacted with culture in such a way that individuals
who experienced high fit and were in a highly market-oriented environment, were
increasingly likely to perceive helping as less in-role than individuals who had high fit
but were in organizations with less market-oriented cultures. Hypothesis 8, which
proposed that perceived fit would enhance the enactment of organizational roles, was not