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proposed relationships will be stronger and when culture strength is low the proposed

relationships will be weaker.

Hypothesis 3. c) Culture strength moderates the positive relationship between

market type of organizational culture and achievement role and d) the negative

relationship between market type of organizational culture and helping role s such that

when culture strength is high, the proposed relationships will be stronger and when

culture strength is low the proposed relationships will be weaker.

Hypothesis 3. e) Culture strength moderates the positive relationship between

entrepreneurial type of organizational culture and innovative role and f) the negative

relationship between entrepreneurial type of organizational culture and compliant role

perceptions such that when culture strength is high, the proposed relationships will be

stronger, and when culture strength is low the proposed relationships will be weaker.

Hypothesis 3. g) Culture strength moderates the positive relationship between

hierarchy type of organizational culture and compliant role and h) the negative

relationship between hierarchy type of culture and innovative role perceptions such that

when culture strength is high, the proposed relationships will be stronger and when

culture strength is low the proposed relationships will be weaker.

Moreover, applying a social conformity (Janis, 1972, 1982) perspective helps

explicate the influence of culture strength on behavioral outcomes of interest. A

persistent finding of the literature on social conformity, also labeled “groupthink,” is that

individuals in groups tend to publicly agree with the opinion of the majority even when

they hold a divergent view. One reason for this effect is that social conformity sometimes

seems to elicit personal benefits; for instance, socially conforming individuals tend to

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