This chapter proposes a new paradigm for studying person–organisation fit and misfit at the unit and organisational levels rather than at the individual level where most existing research has been concentrated. The author argues that contemporary research has focused too narrowly on individuals’ perceptions of fit while neglecting how collective perceptions of fit and misfit influence organisational outcomes. Drawing on research in organisational climate and climate strength, the author outlines a framework that examines both the mean and variance of aggregated perceptions of fit and misfit within work units and organisations. The chapter suggests that high mean fit and low variance in these perceptions are likely to be associated with positive organisational outcomes such as performance, satisfaction, and retention, whereas high mean misfit and low variance should predict negative consequences. It provides detailed proposals for survey design, measurement, and multilevel analysis to operationalise this approach, treating misfit as a distinct construct rather than the absence of fit. The author also introduces the concept of a “fit/misfit climate,” positioning it as a collective property of organisations with measurable antecedents and consequences. By reframing fit and misfit as multilevel organisational phenomena, the chapter opens new directions for theory and research on how alignment and misalignment shape organisational effectiveness.