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organizational choice later (Judge & Cable, 1997). In addition, perceived fit with an

organization has a positive relationship with work attitudes such as job satisfaction,

organizational commitment and a negative association with intentions to turnover (Cable

& Judge, 1996).

Further advocating the importance of person-organization fit, Chatman (1989)

argued that high person-organization fit increases the probability that individuals will

engage in specific behaviors such as cooperation if they feel that what the organization

values is congruent with their own values. Socialization research suggests that

newcomers are more willing to take on roles compatible with their personal values

(Chatman, 1991; Fisher, 1986; Schein, 1978). The degree of person-organization fit (P-O

fit), thus, is an important motivational aspect that fosters the acceptance of

organizationally endorsed values (Chatman, 1989; Saks, 1997).

Building on the extant literature, the congruence between individuals’ preferences

and organizational values can be expected to lead to stronger adoption of the

organizational values. Individuals who are feel that they are fitting well with the

organizational environment may also be more likely to accurately perceive and interpret

the organizational expectations communicated through the culture. This leads to my next

hypothesis:

Hypothesis 7 .a) P-O fit moderates the positive relationship between a clan type

of organizational culture and helping role and b) the negative relationship between a

clan type and achievement role such that when P-O fit is high, the proposed relationships

will be stronger.

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