How do people adapt to organizational culture, and what are the consequences or their outcomes in the organization? These fundamental questions about culture have previously been examined using self-report measures, which are subject to reporting bias, rely on coarse cultural categories defined by researchers, and provide only static snapshots of cultural fit. By contrast, we develop an interactional language use model that overcomes these limitations and opens new avenues for theoretical development about the dynamics of organizational culture. We trace the enculturation trajectories of employees in a midsized technology firm based on analyses of 10.24 million internal emails. Our language-based model of changing cultural fit (1) predicts individual attainment; (2) reveals distinct patterns of adaptation for employees who exit voluntarily, exit involuntarily, and remain employed; (3) demonstrates that rapid early cultural adaptation reduces the risk of involuntary, but not voluntary, exit; and (4) finds that a decline in cultural fit or individuals who had successfully enculturated portends voluntary departure.

How do people adapt to organizational culture and what are the consequences for their outcomes in the organization? These fundamental questions about culture have previously been examined using self-report measures, which are subject to reporting bias, rely on coarse cultural categories defined by researchers, and provide only static snapshots of cultural fit. In contrast, we develop an interactional language use model that overcomes these limitations and opens new avenues for theoretical development about the dynamics of organizational culture. To illustrate the power of this approach, we trace the enculturation trajectories of employees in a mid-sized technology firm based on analyses of 10.24 million internal emails. Our languagebased measure of changing cultural fit: (1) predicts individual attainment; (2) reveals distinct patterns of adaptation for employees who exit voluntarily, exit involuntarily, and remain employed; and (3) demonstrates that rapid early cultural adaptation reduces the risk of involuntary, but not voluntary, exit.

A recurring theme in sociological research is the tradeoff between fitting in and standing out. Prior work examining this tension tends to take either a structural or a cultural perspective. We fuse these two traditions to develop a theory of how structural and cultural embeddedness jointly relate to individual attainment within organizations. Given that organizational culture is hard to observe, we develop a novel approach to assessing individuals’ cultural fit with their colleagues based on the language expressed in internal e-mail communications. Drawing on a unique dataset that includes a corpus of 10.24 million e-mail messages exchanged over five years among 601 employees in a high-technology firm, we find that network constraint impedes, whereas cultural fit promotes, individual attainment. More importantly, we find evidence of a tradeoff between the two forms of embeddedness: cultural fit benefits individuals with low network constraint (i.e., brokers), whereas network constraint promotes attainment for people with low cultural fit.