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.
Highlights
With competitive, uncertain, and dynamic organizational environments on the rise, the importance of keeping employees committed and using their abilities has become increasingly significant in organizations
Scholars have devoted considerable energy to examining the impact of various types of person–environment fit on differential effects of P-O fit in various organizational contexts [2,8,9]. These types of person–environment fit can be categorized as person–job fit (P-J fit), person–vocation fit (P-V fit), person–team fit (P-T fit), and person–organization fit (P-O fit), and researchers have far compared two or three fit measurements according to different research contexts
A few have examined the empirical evidence of differential effects of various fit measurements [10,11], but most have solely focused on the differential effects of P-J fit and P-O fit [8,10,12,13], as the job is at the core of individuals’ work environment, impacting their attitude and behavior, while organizations are rather distal but critical
Summary
Uncertain, and dynamic organizational environments on the rise, the importance of keeping employees committed and using their abilities has become increasingly significant in organizations. These types of person–environment fit can be categorized as person–job fit (P-J fit), person–vocation fit (P-V fit), person–team fit (P-T fit), and person–organization fit (P-O fit), and researchers have far compared two or three fit measurements according to different research contexts Among those studies, a few have examined the empirical evidence of differential effects of various fit measurements [10,11], but most have solely focused on the differential effects of P-J fit and P-O fit [8,10,12,13], as the job is at the core of individuals’ work environment, impacting their attitude and behavior, while organizations are rather distal but critical. When individual employees have a good P-O fit and P-T fit with this type of organizational culture, this relationship will be even stronger
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