Are There Differences in the Effects of P-O and P-T Cultural Fits on Work Attitudes and Task Performance? The Moderating Effect of Supportive Leadership

Jee Young Lee and Yumi Seo
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Jee Young Lee: Institute of Liberal Arts Education, Hansung University, Seoul 02876, Korea
Yumi Seo: College of Business Administration, University of Seoul, Seoul 02504, Korea

Sustainability, 2019, vol. 11, issue 18, 1-19

Abstract: Organizational culture and individual employees’ fit with it have been found to be important factors affecting sustainable management. However, the effects of person–team cultural fit (P-T cultural fit) has not been much studied regarding its differential effects compared to other types of person–environment fit (P-E fit). The present study examined how person–organizational cultural fit (P-O cultural fit) and P-T cultural fit have a differential impact on work attitudes and task performance and investigated the moderating role of a team leader’s supportive leadership. Using longitudinal data collected from 1539 employees, the results show that P-O cultural fit and P-T cultural fit had a significant positive relationship with organizational commitment, while P-T cultural fit also showed a significant positive relationship with team commitment and task performance. In addition, supportive leadership had significant moderating and enhancing effects on the impact of P-T cultural fit on both organizational and team commitment. As the most proximal unit of individuals’ work environment, the congruence between individual and team values plays a crucial role in improving individuals’ attitudes and task performance. Our results thus yield practical implications on the importance of team cultural management in the context of sustainable management.

Keywords: person–organization cultural fit; person–team cultural fit; team commitment; organizational commitment; task performance (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
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