Summary To summarize, I used coworker ratings for the evaluation of culture. My use of
coworkers as a source of rating culture was based on the premise that there is an
objective, shared reality underlying the culture phenomenon (Gavin & Howe, 1975;
Glick, 1985;Parker et al., 2003). In addition, using coworker rating for culture allowed
me to triangulate the rating sources of roles and culture. On the other hand, I used the
focal employee’s rating of roles, perceived fit, self-monitoring, and culture strength.
Gven the nature of the scales (e.g. how an individual perceives their fit with the
organization), the use of self-report seemed warranted.
The ultimate outcome of interest was employee behaviors, which were captured
both from the coworkers’ and supervisors’ perspectives. I expected that coworkers would
provide more informed ratings than supervisors. Moreover, I did not use self-report for
behaviors due to the potential for social desirability as well as common method bias.
Table 2 shows the relationship between sources and measurement scales.
Scale/Source Organizational culture Culture Strength Self-monitoring P-O fit Role Perceptions Behaviors
X X X X
Table 2: Sources for Primary Analysis
Organizational culture. I adapted an existing measure originally developed by
Cameron & Quinn (1999) to measure organizational culture. The measure captures four