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Table 4:Correlations between Dimensions of Culture from the Coworker and Focal Perspectives

M

S.D.

1

2

4.87

1.07

(.90)

4.59

1.16

.64**

(.85)

5.10

.96

.34**

.48**

4.65

1.02

.09

-.06

4.35

1.24

.49**

.33**

4.17

1.52

.38**

.47**

3

4

5

6

.13

(.89)

.23*

.00

(.80)

.33**

-.11

.45**

Variable

6. Entrepreneurial

b

(.91)

(.82)

1. Clan

a

4. Hierarchy

5. Clan

b

a

2. Entrepreneurial

a

3. Market-oriented

a

7

8

7. Market-oriented

8. Hierarchy

b

b

4.87

4.41

1.38

1.47

.11

.18

.52**

-.16

.27*

-.24**

-.31**

-.20*

.47**

-.18

.51**

  • -

    .29*

(.90)

  • -

    .16

(.86)

Note. rated

b N=98. * p <0.05 ** p<0.01 . Reliabilities appear on the diagonal. = Focal perspective.

a

= Co-worker-

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. 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

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

67

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