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Kilduff, 1988; Weick, 1981; 1995), individuals are not only passive sensemakers but are

also active creators of their environment. Here, I propose that a high degree of fit will

enhance the relationship between cognitive role perceptions and expected behaviors since

individuals with greater fit will actively try to reinforce their existing environments.

Employees experiencing low fit with their organizations may try to resist or actively

change their environment by withholding expected behaviors and possibly approaching

their work in alternative ways.

In sum, the research questions that I present are as follows: How does

organizational culture influence cognitive role perceptions and what is the role of

individual and contextual factors in this process? While the virtues of self-monitoring

have been traditionally extolled, it is possible that for dysfunctional organizational

cultures such as the one which seemed to permeate Enron’s environment, low self-

monitors would be more likely to oppose traditional ways of thinking. The strength of an

organizational culture might also have important implications in determining the extent to

which it culture translates into observable behaviors. Another research question I am

posing concerns the relationship between culture, cognitive role perceptions and

behaviors, and the role that P-O fit might have in this process. Here, it could be argued

that even though individuals with high fit and organizational identification sustain

existing organizational cultures, individuals who experience low levels of fit and

commitment would be more adept at organizational change and in some extreme

examples, those individuals might go the extra mile of reporting dysfunctional

organizational activities (Watkins, 2003).


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