The literature on social comparison and conformity (Ashforth, 1985; Festinger,
1954; Janis, 1972) also provides a theoretical perspective that explicates the mechanism
through which culture strength acts as a moderator. Social conformity suggests that in the
presence of social agreement individuals are less likely to deviate from the social norms.
I propose that culture strength, which denotes the level of agreement (integration) among
organizational members (Martin, 1992), moderates the relationship between
organizational culture and role perceptions, as well as between role perceptions and
behaviors such that when the culture strength is higher indicating higher consensus
regarding the organizational culture, the relationships between culture and cognitive role
perceptions, and between role perceptions and respective behaviors, would be stronger
due to the increased pressure for social conformity.
Additionally, I examine person-organization fit (Chatman, 1989; O’Reilly,
Chatman, & Caldwell, 1991) as a moderator of the relationships between culture and
cognitive role perceptions, and between roles and exhibited behaviors. P-O fit is a
concept associated with the degree to which individuals feel that their values and
personality fit those of their current organization. P-O fit specifically captures the extent
to which there is a match between organizational culture and the individual preferences
for culture type. Consequently, it has been proposed that individuals who experience
higher degree of fit with their organization are more likely to engage behaviors that are
prescribed by the organizational context (Chatman, 1989).
Here I propose that fit will enhance the convergence between culture and
perceived roles such that individual who experience high fit will perceive roles more
consonant with the context. In addition, from an enactment perspective (Abolafia &