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To investigate whether context or packaged structures more strongly condition the effects of formal employee involvement, I examine how firm culture moderates the effects of team membership on stress. By constructing mixed-effects models from a large mid-1990s survey of U.S. steel employees, I find that institutionalized involvement increases stress only when implemented in cultural contexts of conflict and distrust. I conclude that the unintended consequences of institutionalized formal practices depend on organizationally specific cultural conditions.