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1 ISSN ISSN Q Chatman, O Reilly, Caldwell Q Q Q 1 Q Q Q Q Q 2011 Global Business Research Center

2 Q Chatman 1991 O Reilly, Chatman, and Caldwell 1991 Person-Organization fit Chatman 1989 Chatman 1989 Chatman 1991 O Reilly et al Q Q Chatman 1991 O Reilly et al Organizational Culture Profile OCP 54 Stephenson 1953 Q Q-methodology Chatman OCP Q Cable and Judge 1996 Cable and Parsons 2001 Westerman and Cyr 2004 Cooper- Thomas, Van Vianen, and Anderson 2004 O Reilly Chatman Caldwell OCP Q Q Q Q Q Q Q Q 852

3 Q 2 OCP Q OCP Q Chatman 1989, 1991 O Reilly et al OCP Q 2.1 Q Q Q Q Stephenson 1953 Q Q Q Q Q Q Catell 1952 P Stephenson 1953 R Q R Q R interdependency analysis Q dependency analysis R Q A B C X Y Z X Y Z A xa ya za B xb yb zb C xc yc zc 853

4 1 X Y Z R A B C Q Q R Q Q Q Q forced-choice method significant Q Q Q Q Q Q Q Stephenson Q Q Block Block 1961 Q Stephenson Q Block 1961 Q Q 4 Q 854

5 Q 4 Block 1961 Stephenson Block 1961 Block Q Q Q Q Block Q Q Q Chatman Block Q OCP54 Q Chatman Q 2.2 Q Q Q Chatman OCP 54 OCP Q Q OCP 54 Chatman 1991 Chatman OCP

6

7 Q 54 9 OCP ideal desirable organizational values desirable organization s values 2.3 OCP Q Q Chatman OCP 54 O Reilly et al

8 Davis 1984 Deal and Kennedy 1982 Kilmann 1984 Ouchi 1981 Peters and Waterman 1982 Schein OCP 54 1 Flexibility 2 Adaptability 3 Stability 4 Predictability 5 Being innovative 6 Being quick to take advantage of opportunities 7 A willingness to experiment 8 Risk taking 9 Being Careful 10 Autonomy 11 Being rule oriented 12 Being analytical 13 Paying attention to detail 14 Being precise 15 Being team oriented 16 Sharing information freely 17 Emphasizing a single culture throughout the organization 18 Being people oriented 19 Fairness 20 Respect for individual's right 21 Tolerance 22 Informality 23 Being easy going 24 Being calm 25 Being supportive 26 Being aggressive 27 Decisiveness 858

9 Q 2 OCP Action orientation 29 Taking initiative 30 Being reflective 31 Achievement orientation 32 Being demanding 33 Taking individual responsibility 34 Having high expectations for performance 35 Opportunities for professional growth 36 High pay for good performance 37 Security of employment 38 Offers praise for good performance 39 Low level of conflict 40 Confronting conflict directly 41 Developing friends at work 42 Fitting in 43 Working in collaboration with others 44 Enthusiasm for the job 45 Working longer hours 46 Not being constrained by rules 47 An emphasis on quality 48 Being distinctive-different from others 49 Having a good reputation 50 Being socially responsible 51 Being results oriented 52 Having a clear guiding philosophy 53 Being competitive 54 Being highly organized

10 4 54 OCP OCP OCP 54 2 OCP 54 O Reilly et al OCP Q Chatman 1991 Q Q Chatman Q 2 Q Chatman OCP Q

11 Q Q Q Q Q Q Chatman

12 1 1 Q Q Chatman Block

13 Q Block t F Mann- Whitney Chatman 1989 Crystallization

14 3.4 Chatman Pearson O Reilly et al O Reilly et al scree test

15 Q innovation and risk taking attention to detail orientation toward outcomes or results aggressiveness and competitiveness supportiveness emphasis on growth and rewards a collaborative and team orientation decisiveness 3 O Reilly et al O Reilly et al O Reilly et al

16 Innovation) Stability Respect for people Outcome orientation Attention to detail Team orientation Aggressive 5 4 O Reilly et al OCP Q 5 O Reilly et al O Reilly et al Table

17 Q 3.6 Q Q Q Q Ipsative 6 Meglino, Ravlin, & Adkins, 1989; Ravlin & Meglino, 1987 OCP54 Q Block 1961 Chatman 1991 Cable and Judge OCP P-O fit O Reilly Chatman Caldwell Q Cable and Judge Q normative

18 Q Cable and Parsons 2001 Cable and Judge Q 4 Q? Q Q Q Ravlin and Meglino 1987 Forced-choice measure Rank measure Point-assignment measure Likert measure Q 4 868

19 Q Chatman Q Q Q 4.1 Q 5 Ravlin and Meglino 1987 Q Q OCP OCP Chatman Q

20 Q Q

21 Q Q Ravlin and Meglino 1987 Q

22 5 Q Q 5 Q 8 Q Q Q Q Q 8 Q 5 Q

23 Q 5 Q Cable and Judge Q Q Chatman Q 873

24 Q Q Q 10 Q 5 Q OCP Q Chatman Cable and Judge 1997 Chatman Cable and Judge 1996, 1997 Cable and Parsons 2001 OCP 9 Chatman Cable and Judge 1996, 1997 Cable and Parsons 2001 OCP 54 Chatman Chatman Cable and Judge 1996 Dineen, Ash, and Noe

25 Q Q Chatman Q Chatman OCP54 Q Block 1961 Q the California Q-set Chatman Block Q 100 Block Chatman Q Caldwell and O Reilly 1990 Q OCP Q Chatman OCP 54 Q Q Q 875

26 Q Block, J The Q-sort method in personality assessment and psychiatric research. Springfield, IL: Charles C. Thomas. Cable, D. M., & Judge, T. A Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Process, 67 3, Cable, M., & Judge, T. A Interviewers perceptions of person-organization fit and organizational selection decisions. Journal of Applied Psychology, 82 4, Cable, D. M., & Parsons, C. K Socialization tactics and person-organization fit. Personnel Psychology, 46, Caldwell, D. F., & O Reilly, C. A Measuring person-job fit with a profile-comparison process. Journal of Applied Psychology, 75 6, Catell, R. B Factor analysis. New York: Harper. Chatman, J. A Improving interactional organizational research: A model of person-organization fit. Academy of Management Review, 14 3, Chatman, J. A Matching people and organizations: Selection and socialization in public accounting firms. Administrative Science Quarterly, 36, Cooper-Thomas, H. D., Van Vianen, A., & Anderson, N Changes in person-organization fit: The impact of socialization tactics on perceived and actual P-O fit. European Journal of Work and Organizational Psychology, 13 1, Davis, S Managing corporate culture. Cambridge, MA: Ballinger. Deal, T., & Kennedy, A Corporate culture. Reading, MA: Addison-Wesley. Dineen, B. R., Ash, S. R., & Noe, R. A A web of applicant attraction: Person-organization fit in the context of web-based recruitment. Journal of Applied Psychology, 87 4, Kilmann, R Beyond the quick fix. San Francisco: Jossey-Bass. Meglino, B. M., Ravlin, E. C., & Adkins, C. L A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes. Journal of Applied Psychology, 74 3,

27 Q O Reilly, C. A., Chatman, J. A., & Caldwell, D. F People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34 3, Ouchi, W Theory Z. Reading, MA: Addison-Wesley. Peters, L., & Waterman, R In search of excellence. New York: Free Press. Ravlin, E. C., & Meglino, B. M Effect of values on perception and decision making: A study of alternative work values measures. Journal of Applied Psychology, 72 4, Schein, E Organizational culture and leadership. San Francisco: Jossey-Bass. Stephenson, W The study of behavior: Q-technique and its methodology. Chicago: University of Chicago Press. Westerman, J. W., & Cyr, L. A An Integrative Analysis of Person-Organization Fit Theories. International Journal of Selection and Assessment, 12 3,

28 878

29 ABAS/AMR

52 Stringer 3 E. B. Taylor 3 2 2 1 23 1 Hofstede (1997) (1991)O Reilly et. al (1991)Payne & Phersey (1971) Litwin & Stringer (1974)Likert (1967) 16 1

52 Stringer 3 E. B. Taylor 3 2 2 1 23 1 Hofstede (1997) (1991)O Reilly et. al (1991)Payne & Phersey (1971) Litwin & Stringer (1974)Likert (1967) 16 1 Bulletin of Toyohashi Sozo College 2001, No. 5, 51 65 51 3 3 1 G. A. F. ForhandH. Gilmer 2 C. H. Litwin R. A. 52 Stringer 3 E. B. Taylor 3 2 2 1 23 1 Hofstede (1997) (1991)O Reilly et. al (1991)Payne &

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