1991), also informing other streams of research examining perceived fit in other
important dimensions such as personal and team goals (Kristof-Brown & Stevens, 2001).
The assumptions underlying research on P-O fit are that a) individuals hold specific
values and beliefs and b) organizations have specific value systems (culture) (Chatman,
1989). Therefore, it is conceivable that combining individuals’ value systems and
organizational culture can result either in a good fit or a poorer fit, which in turn affect
important outcomes such as performance, satisfaction, commitment and turnover
(Chatman, 1989; Chatman, 1991; Kristof, 1996; Saks, 1997).