Perceived organizational culture and engagement: the mediating role of authenticity

Germano Reis (Centro Universitário das Faculdades Metropolitanas Unidas and Fundaçao Getulio Vargas, Sao Paulo, Brazil)
Jordi Trullen (ESADE Business School, Ramon Llull University, Sant Cugat, Spain)
Joana Story (Nova School of Business and Economics, Lisboa, Portugal)

Journal of Managerial Psychology

ISSN: 0268-3946

Publication date: 8 August 2016



The idea of being authentic at work is gaining traction in both academia and organizations. The purpose of this paper is to test whether four types of perceived organizational culture (hierarchical, clan, market, and adhocracy) influence employees’ authenticity and whether behaving more authentically at work influences the extent to which employees are engaged with their jobs.


The sample includes 208 professionals working in a variety of industries in Brazil. Hypotheses are tested using structural equation modeling.


Results indicate that environments that are perceived to be more inclusive and participative, and that incentivize autonomy (i.e. clan and adhocracy cultures) neither nurture nor inhibit authenticity. On the other hand, cultures perceived to emphasize stability, order, and control (i.e. hierarchy and market cultures) are negatively related to authenticity. In addition, employees who behave more authentically at work are more engaged with their jobs. Authenticity at work also mediates the relationship between hierarchical and market cultures and work engagement.


The authors address the call of Roberts et al. (2009) for more research associated with the role that the organizational context plays in the development of authenticity. With the focus on authenticity the authors broaden the range of work engagement antecedents already discussed in the literature (Christian et al., 2011).



Germano Reis, Jordi Trullen and Joana Story (2016) "Perceived organizational culture and engagement: the mediating role of authenticity", Journal of Managerial Psychology, Vol. 31 No. 6, pp. 1091-1105

Download as .RIS





Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.