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cognitive self-monitoring, and perceived person-organization (P-O) fit influence the

degree to which individuals interpret and incorporate the organizational culture’s

norms as part of their roles at work. I also suggest that culture strength, behavioral

self-monitoring as well as P-O fit have an impact on the extent to which employees

enact the expected organizational work roles.

Data from about hundred different organizations were collected to test the

proposed relationships. The empirical results provide support for most of the

proposed relationships between culture and employee roles, thereby validating the

role of culture in establishing what is expected and valued at work. In addition,

culture strength had moderating effect on the linkages between culture and employee

roles for two of the culture dimensions (clan and hierarchical). Surprisingly, self-

monitoring (cognitive) had a significant moderating effect but in a direction different

from the predicted. Perceived fit moderated the relationship between market culture

and helping role. Innovative role exhibited a negative significant relationship with

compliant behavior while market strength intensified the negative relationship

between achievement role and helping behavior. Thus, the results lend some support

to the overall framework. Implications for theory and practice, as well as directions

for future research, are discussed.

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