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concerns the ability of high self-monitors, due to their sensitivity in observing and

decoding situations more so than low self-monitors, to incorporate more of the

organizational culture stimuli into their own role perceptions.

Hypothesis 5. The relationships between clan type of organizational culture and

a) helping (positive) and b) achievement (negative) role will be moderated by level of

self-monitoring (cognitive) such that when self-monitoring is higher, the proposed

relationships will be enhanced.

Hypothesis 5. The relationships between market type of organizational culture

and c) achievement (positive) and d) helping (negative) role will be moderated by level of

self-monitoring (cognitive) such that when self-monitoring is higher, the proposed

relationships will be enhanced.

Hypothesis 5. The relationships between entrepreneurial type of organizational

culture and e) innovative (positive) and f) compliant (negative) role will be moderated by

level of self-monitoring (cognitive) such that when self-monitoring is higher, the

proposed relationships will be enhanced.

Hypothesis 5. The relationships between the hierarchy type of organizational

culture and g) compliant (positive) and h) innovative (negative) role will be moderated

by level of self-monitoring (cognitive) such that when self-monitoring is higher, the

proposed relationships will be enhanced.

In addition, the ability and willingness of high self-monitors to adapt to the

situation at hand is another aspect of self-monitoring (Chatman, 1991; Lennox & Wolfe,

49

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