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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.

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