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characteristics of this sample were, thus, very similar to the characteristics of the larger

sample of focal working individuals.

Moreover, I compared the means of the selected sample with the excluded sample

on the four culture dimensions to check If there were systematic differences between the

initial set of respondents, and the selected respondents. The differences between three of

the four culture dimensions were not significant. Only the means for market culture

differed significantly for both samples such that individuals used in the analysis reported

slightly higher values on market culture (F= .63, p< .05). This difference may suggest

that on average respondents in organizations higher on market culture perceive the

organizational level as more salient, thus, reporting culture on the organizational level.

The means of the other measures did not differ in the two samples.

Section two: relationships between roles and behaviors. For the second set of

analyses, the focus was on roles and behaviors. There were two sources used to measure

focal employee behaviors: coworkers and supervisors. Here a different procedure was

employed to select the most theoretically viable sample. For instance, for the coworker

sample, the focus was on retaining those coworkers who are familiar with the focal

individual behaviors such that their report would be most informed. The sample resulted

in 107 focal observations and 325 coworkers (average N=3 respondents per focal). In

this sample, the focal characteristics were very similar to the ones described in the

previous samples. The sample for supervisors was selected using a similar method by

focusing only on those supervisors who have reported knowing the person’s work well or

very well. This resulted in a sample of 143 supervisors responding for 89 focal

individuals (average N=1.66 per focal).


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