individual’s tendency to perceive, interpret, and incorporate into their cognitive role
perceptions even subtle situational cues (Snyder, 1974; 1986; Turnley & Bolino, 2001).
High self-monitors tend to adapt their styles to the environment, which helps them gain
higher centrality in organizational networks as well as higher performance ratings (Mehra
et al., 2001). Environmental stimuli are more likely to enter the cognitive attention span
of individuals high on self-monitoring (Fiske & Taylor, 1991). I propose that self-
monitoring moderates the relationships between organizational culture and work role
perceptions (Fiske & Taylor, 1991) as well as between work role perceptions and
behaviors, such that high self-monitors are more likely to incorporate organizational
culture stimuli into their cognitive schema of role perceptions and enact them in order to
suit the environmental demands (Snyder, 1974; 86; Chatman, 1991).
In addition, I propose that culture strength is an organizational level factor, which
reinforces the relationship between culture and cognitive perceptions, and cognitive
perceptions and behaviors. Martin (1992) discussed three different perspectives on
culture: integration, differentiation, and fragmentation. From an integration standpoint,
organizational members maintain consensus regarding the organizational culture. The
differentiation perspective on the other hand suggests the formation of different
subcultures in organizations that prevents a singular view on the organization’s culture.
Finally, a fragmentation perspective suggests that there is ambiguity (action, symbolic
and ideological) in the culture that renders the process of meaning creation equivocal and
open to individual interpretation. The three different perspectives imply that culture is not
always homogenous; thus, considering culture strength is warranted.