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findings are in line with earlier research by Snyder (1974), showing that high self-

monitors are better at enacting emotions when instructed to do so. Moreover, Snyder

(1974) found that the mean score of professional actors on self-monitoring is higher that

the mean score of a sample of non-actors. In addition, high self-monitors obtain more

favorable network positions in part due to their better interpersonal skills and higher

adaptability (Gangestad & Snyder, 2000; Mehra et al., 2001).

According to Lennox & Wolfe’s (1984) conceptualization of self-monitoring, it

consists of a cognitive and behavioral component. They refer to the cognitive component

as “sensitivity to the expressive behavior of others”. This component reflects the

tendency of high self-monitors to be sensitive, and aware of environmental stimuli such

as the emotions of others. The behavioral component, which they label "ability to modify

self-presentation” is concerned with the extent to which individuals are capable of

adapting to the situation.

Perceived fit. Studying the influence of organizational culture and individual

values on important organizational outcomes has been an area of considerable research in

the past decade in the field of organizational behavior (Chatman, 1989; Chatman, 1991;

Judge & Cable, 1997; O’Reilly, Chatman, & Caldwell, 1991). The general assumption

that drives the recurring interest in understanding the direct and interactive effects of

organizational culture and individual values is that both individual values and

organizational (situational) characteristics influence actual behaviors (Chatman, 1989;

Ekehammar, 1974).

A large body of literature on organizational culture has focused on person-

organization fit (Cable & Judge, 1996; Chatman, 1989; Kristof, 1996; O’Reilly et al.,


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