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H

.43

-.17

-.04

.47

H

.26

.02

.06

.77

H

.33

-.12

-.09

.58

H

.03

.01

-.28

.57

5.83

3.42

4.70

4.72

Note. N=98 (aggregate of 257 coworkers). This table is based on the results of a prinicipal axis factoring analysis with oblique rotation (four factors). A key phrase from each item is used to represent each item.

stick their necks out and take risks. 17. The management style of this organization is characterized by individual risk-taking, innovation, freedom and uniqueness. 18. The glue that holds this organization together is commitment to innovation and development. There is an emphasis on being on the cutting edge. 19. This organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued. 20. This organization defines success on the basis of having the most unique or newest products. It is a product/service leader and

innovator. Eigenvalues

A confirmatory factor analysis using the focal responses to the culture items was

performed as an additional test providing evidence for the generalizability of the four-

factor structure across different samples of respondents (Bentler, 1990; Bentler &

Bonnett, 1980). The CFA results suggest that the 18 items provide good fit for a four-

factor model (CFI= .96; RMSEA= .06; SRMR= .08), that all of the items load

significantly on their intended factors, and that the factors have sufficient discriminant

validity (the highest inter-correlation is at .59, between entrepreneurial and clan culture).

To limit the potential influence of common method bias in examining the

relationship between organizational culture and role perceptions, I use the average of

coworkers’ ratings of the organizational culture in examining the relationship between

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