this area to further refine and include direct measures of strength, as well as to employ
alternative indices of variability (Harrison & Klein, 2005) besides the standard deviation.
For instance, multidimensional conceptualizations of strength aligned with the
organizational context can be employed to capture a more fine-grained picture of the
nature and impact of strength within organizations. Moreover, with respect to statistical
approaches to measuring strength, Harrison & Klein (2005) have recently advocated the
importance of perusing dispersion indices that are precisely aligned with the theoretical
propositions. In this case, the use of standard deviation is what the literature recommends
(Schneider et al., 2002; Harrison & Klein, 2005) but given its weak construct validity
found in this thesis, further consideration seems warranted.
I had also proposed that the cognitive aspect of self-monitoring (sensitivity to the
expressive behavior of others) and perceived fit with the organization would influence the
extent to which individuals align culture norms with their perceptions of organizational
work role expectations. One of the proposed relationships with respect of self-monitoring
reached statistical significance. Self-monitoring emerged as a moderator of the
relationship between entrepreneurial culture and compliant role. However, the shape of
the interaction suggested the presence of an association that was different from the
proposed relationship. In particular, higher self-monitors perceived higher compliant
roles regardless of the context while lower self-monitors adjusted their perceptions more.
While the extant literature on self-monitoring has traditionally suggested that high
self-monitors behave like chameleons frequently adopting behaviors and perceptions that
suit the requirements of a specific context (Snyder, 1974; 1986), the results of this study
indicate that self-monitors may be more likely to enlarge their roles in spite of the