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Hypothesis 7. c) P-O fit 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 P-O fit is high,

the proposed relationships will be stronger.

Hypothesis 7. e) P-O fit 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 P-O fit is high, the proposed relationships will be stronger.

Hypothesis 7. g) P-O fit 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 such that when P-O fit is high, the

proposed relationships will be stronger.

Moreover, using an enactment perspective, individual action is driven by personal

motives and individuals are active creators of their environment and are not just passive

recipients (Abolafia & Kilduff, 1988; Weick, 1981). And while task performance usually

has a direct impact on performance evaluations, acting in accordance with the existing

culture norms may not be as readily and easy to observe and reward or punish. Therefore,

due to the expected higher discretion that roles allow, P-O fit may play an especially

prominent role in the process of role enactment.

Consistent with the logic of enactment, individuals with high fit are, for instance,

more likely to seek to sustain the existing environment by engaging in behaviors

consistent with the expectations. Individuals who experience low fit, however, might

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