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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.


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