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dc.contributor.authorCardona, Pablo (1)
dc.contributor.authorMalbasic, Ivan
dc.contributor.authorRey, Carlos
dc.date2018-07-19
dc.date.accessioned2019-02-07T09:43:46Z
dc.date.available2019-02-07T09:43:46Z
dc.identifier.issn13602381
dc.identifier.urihttps://reunir.unir.net/handle/123456789/7811
dc.description.abstractThis study introduces the concept of Institutional Compensation Logics, which suggests that organizations can dynamically balance coexisting local and global logics, through a process known as the ‘paradox of embedded action’. Through this process, managers can gradually adapt institutional logics to the global environment, even if their actions, intentions, and rationality are embedded in the very logics that they wish to change. We propose that one important way they do that is by designing corporate values that challenge the organization’s local values. To test this approach, we use the mission-based corporate values’ framework and analyse the corporate values of a sample from the largest Fortune companies in the two most influential world economies: China (PRC) and the United States (US). Our study also helps advance the understanding of how espoused values are related to cultural values, often in paradoxical ways, thus supporting a negative relationship between espoused organizational and cultural values.es_ES
dc.language.isoenges_ES
dc.publisherAsia Pacific Business Reviewes_ES
dc.relation.ispartofseries;vol. 24, nº 5
dc.relation.urihttps://www.tandfonline.com/doi/full/10.1080/13602381.2018.1491513es_ES
dc.rightsrestrictedAccesses_ES
dc.subjectChinaes_ES
dc.subjectcross-cultural differenceses_ES
dc.subjectespoused valueses_ES
dc.subjectinstitutional compensation logicses_ES
dc.subjectinstitutional logicses_ES
dc.subjectparadoxes_ES
dc.subjectPRCes_ES
dc.subjectUnited Stateses_ES
dc.subjectUSes_ES
dc.subjectScopuses_ES
dc.subjectJCRes_ES
dc.titleInstitutions, paradoxes, and compensation logics: evidence from corporate values of the largest Chinese and US companieses_ES
dc.typeArticulo Revista Indexadaes_ES
reunir.tag~ARIes_ES
dc.identifier.doihttp://dx.doi.org/10.1080/13602381.2018.1491513


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