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Summary

Research on organizational culture suggests that culture is a potent predictor of

employee behaviors because culture defines the norms of accepted behaviors. The emic

and etic perspectives on culture have recommended different methods for measuring

culture. Here, I adopt an etic perspective in that I adapt an existing instrument of culture

and apply it to multiple organizational settings to generate results that could be

generalized irrespective of the specific organization.

The specific dimensions that I examine are based on existing measures and

conceptualizations of culture and they correspond to four role types that I explore. In

particular, I explore market, entrepreneurial, hierarchy and clan cultures in line with

Denison and Mishra’s (1995) and Cameron and Quinn’s (1999) model of culture and

effectiveness. I propose direct relationships between culture and role perceptions such

that entrepreneurial type of culture is positively related to innovative role perceptions and

negatively related to compliant role. I also expect a direct positive link between clan type

of culture and helping role perceptions and a negative link between clan culture and

achievement role perceptions. In addition, I propose a positive relationship between the

hierarchy type of culture and compliant role and a negative relationship between

hierarchy culture and innovative role. I also propose a positive relationship between a

market type of culture and achievement role perceptions as well as a negative relationship

between market culture and helping role. I also hypothesize positive and negative

relationship between roles and respective behaviors (e.g. innovative role and innovative

behavior).

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