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Relationships between Culture and Roles

To test hypotheses 1a-1h, which predicted that culture would influence role

perceptions, I ran multiple regression analysis. I entered all of the control variables to

check if they are significant predictors of the dependent role perceptions. Only company

experience was significant for one of the dependent variables, specifically helping

(teamwork) role. Hypothesis 1a, in which I posited that clan culture would be a

significant positive prediction of helping role, was not supported (= -.03, n.s.). Company

experience as a control was a positive predictor of helping role such that employees who

had longer tenure with their companies perceived that their company expected of them to

be helpful with other employees (= .25, p< .05, R2 =0.06). Hypothesis 1b, which

suggested a negative link between clan and achievement role was also not supported (=

.04, n.s.). Hypothesis 1c was supported, in that market culture norms were positively

associated with an achievement role (= .21, p< .05, R2 =0.04). The relationship

between market culture and helping role, on the other hand, was not significant (= .04,

n.s.), which did not provide support for hypothesis 1d. The link between entrepreneurial

culture and innovative role received strong support (= .27, p< .01, R2 = .07), which

substantiated empirically hypothesis 1e. The negative relationship between

entrepreneurial culture and compliant role (hypothesis 1f) was also confirmed (= -.29,

p< .01, R2 = .08). Finally, the proposed positive relationship between hierarchy culture

and compliant role (hypothesis 1g) was not supported although it was in the predicted

direction (= .15, n.s.) but the negative relationship between hierarchy culture and

innovative role received empirical support (= .21, p< .05. R2 = .04). Table 8 displays

the results.


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