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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 &


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