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between culture and roles in accordance with the competing values framework (Cameron

& Quinn, 1999; Tesluk et al., 2002). Specifically, in the competing value model,

entrepreneurial, and hierarchy cultures are expected to convey opposing objectives. In a

similar vein, the clan and market dimensions emphasize differing aspects, namely

internal flexibility via interpersonal harmony versus external efficiency through

aggressiveness. While Quinn and Rohrbaugh (1983) acknowledge that organizations

may need to pursue more than one end at the same time, they also suggest that there is an

inherent contradiction between the competing objectives situated on opposite poles.

Therefore, I expect that culture and role perceptions will be related in the following way:

Hypothesis 1. a) A clan type of organizational culture will be positively

related to individuals’ adoption of a helping role and b) negatively related to the

adoption of an achievement role.

Hypothesis 1. c) A market type of organizational culture will be positively related

to individuals’ adoption of an achievement role and d) negatively related to the adoption

of a helping role.

Hypothesis 1. e) An entrepreneurial type of organizational culture will be

positively related to individuals’ adoption of innovative role and f) negatively related to

the adoption of a compliant role.

Hypothesis 1. g) A hierarchy type of organizational culture will be positively

related to individuals’ adoption of a compliant role and h) negatively related to the

adoption of an innovative role.

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