Suchergebnisse

PurposeThe purpose of this paper is to develop a value measurement tool based on an indigenous theory of cultural values. Moreover, this instrument was tested in a multi‐cultural sample from Peru.Design/methodology/approachA cultural values framework that traces its origins to Peru is employed as the conceptual foundation for a new instrument designed to measure values that are inherently linked to economic and social development. The survey is tested across diverse subcultures within Peru through 288 respondents.FindingsThe empirical results lend significant support to three hypotheses and a number of differences related to how certain values may be perceived in varying subcultural communities were identified. Perhaps the most striking finding is that Peruvians from different subcultural groups vary in their perceptions of which values are key to successful assimilation into the local indigenous communities as well as the values necessary for achieving success in international business.Research limitations/implicationsBy developing and testing a developmental values instrument that was based on developing nation constructs we have created an opportunity for replication in other developing nations as well as industrialized economies.Practical implicationsA number of implications related to managing in Andean America are plausible. These results can assist multi‐national firms that elect to operate in the Andes to evaluate their marketing and sales approaches, as well as human resource management policies. In addition firms that seek new growth opportunities within Andean America may need to incorporate predetermined values that are germane to their potential strategic maneuvers in the region.Originality/valueThis paper is exploratory in nature and facilitates a deeper level of analysis related to subcultural values in developing nations.

Our paper studies how gender and organizational status affect a university president's compensation. Similar to previous findings, we hypothesize that women will receive less pay than men. However, we go beyond a dyadic view of individual differences to examine gender's impact on compensation, and we explicate the importance of institutional forces in understanding the gender pay gap. In doing so, we rely on organizational status and hypothesize that the gender pay gap will be less pronounced as a university's status rises. Although we find that the gender pay gap persists within the university president context, we also find that as a university's status rises, the pay gap declines. Moreover, our findings show that the gender pay gap disappears at higher-status universities. Hence, accounting for where the glass ceiling is broken is an important consideration in understanding the gender pay gap. In sum, by integrating a broader institutional perspective to explain gender differences in pay levels, our paper demonstrates the importance of contextualizing gender to better understand its effects on compensation. The online appendix is available at https://doi.org/10.1287/orsc.2018.1266 .