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culture and roles. The reliability of the clan culture measure is .90. The reliability of the

entrepreneurial culture measure equals .85. The market-oriented culture measure also

exhibited a high degree of reliability of .91. Finally, the hierarchy culture measure has a

reliability of .89. Therefore, all of the culture dimensions measures exhibited acceptable

reliabilities.

In addition, I measured organizational culture perceptions from the focal

participant’s perspective. The standardized reliability estimates in the focal sample are as

follows: .80 for the clan culture, .82 for the entrepreneurial culture, .90 for market

culture, and .86 for the hierarchy culture.

To provide initial evidence on the convergent validity of the culture measure, I

estimated the correlations between the aggregated coworker perceptions of culture and

the focal individual’s perceptions of the same organization’s culture. The correlation

between the clan cultures from both perspectives is positive and significant (r= .49, p<

.01). Entrepreneurial culture measurements from both perspectives were correlated at .47,

which is also significant at p< .01. Furthermore, the competitive culture measures were

related at .52 (p< .01). Finally, hierarchy culture from both perspectives was correlated at

.47 (p< .01). Table 4 provides more detail regarding the convergent and discriminant

validity of organizational culture from the focal and coworker perspectives.

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