suggested that the largest difference occurs at the low level of hierarchical culture such
that when the organizational espoused culture is not perceived as strongly hierarchical but
there is a perception that those norms that exist around procedures are clear and strong,
individuals tend to perceive more compliant roles than those of individuals who
experience low levels of both. The role of strength seemed to have diminishing returns
when the overall espoused culture was strongly hierarchical, perhaps, suggesting that
strength and culture in this case are substitutable.
In addition, I tested whether strength as agreement captured by the standard
deviation on a culture dimension would interact with culture to influence role
perceptions. The interaction terms were not significant. Tables 9 (culture strength as 1-
item measure) and 10 (culture strength as a standard deviation) demonstrate the primary
and supplementary regression results and figures 3a and 3b display the shape of the
significant interaction effects.