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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

Focal

Coworker(s) X

Supervisor(s)

X X X X

X

X

Table 2: Sources for Primary Analysis

Measures

Organizational culture. I adapted an existing measure originally developed by

Cameron & Quinn (1999) to measure organizational culture. The measure captures four

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