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).