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I propose several moderators of the direct relationships: culture strength, self-

monitoring, and P-O fit based on the literature review. Culture strength describes the

degree to which the culture is unequivocal and socially shared, thus, reducing uncertainty

about expected behaviors (Schein, 1985). I propose that when the organizational culture’s

strength is high, the relationships between culture dimensions and respective role

perceptions would be stronger. In addition, I posit that culture strength will also induce

more uniform relationships between roles and behaviors building on the logic of social

conformity theory. Self-monitoring is an individual difference that describes the degree to

which an individual is adept at deciphering situational cues and is also likely to comply

with situation cues. I propose that higher levels of self-monitoring will strengthen the

relationships between organizational culture, and roles, and roles and behaviors.

Finally, the level of fit with the organization will have an impact on the extent to

which, individuals perceived roles consistent with the cultural norms of the organization,

as well the degree to which cognitive roles lead to actual behaviors. From an enactment

perspective individuals are not only passive observers of their environment but active

creators. Therefore, individuals who are high on P-O fit are more likely to comply with

the organizational role expectations; while employees with lower P-O fit might be less

willing to engage in organizationally expected roles. Figure 2 displays the proposed

relationships.

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