Not Walking the Talk? How Host Country Cultural Orientations May Buffer the Damage of Corporate Values’ Misalignment in Multinational Corporations

Dana Minbaeva*, Larissa Rabbiosi, Günter K. Stahl

*Corresponding author for this work

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

We argue that a perceived misalignment between a multinational corporation's espoused values and how those values are lived in the subsidiary has detrimental effects on group outcomes, specifically groups’ affective organizational commitment. Using data from 1760 work groups in the foreign subsidiaries of a large European MNC, we find support to our hypotheses and show that when there is a misalignment between a particular espoused value and the lived value, and the value at stake is central to the value system of the country in which the subsidiary is located, the detrimental effect on the group's outcomes is more pronounced.
Original languageEnglish
JournalJournal of World Business
Volume53
Issue number6
Pages (from-to)880-895
Number of pages16
ISSN1090-9516
DOIs
Publication statusPublished - Dec 2018

Keywords

  • Affective organizational commitment
  • Corporate values
  • Country cultural values
  • Multinational enterprises
  • Value incongruence

Cite this

@article{dadfe41cb8d847849ea0278fb4ea9c75,
title = "Not Walking the Talk?: How Host Country Cultural Orientations May Buffer the Damage of Corporate Values’ Misalignment in Multinational Corporations",
abstract = "We argue that a perceived misalignment between a multinational corporation's espoused values and how those values are lived in the subsidiary has detrimental effects on group outcomes, specifically groups’ affective organizational commitment. Using data from 1760 work groups in the foreign subsidiaries of a large European MNC, we find support to our hypotheses and show that when there is a misalignment between a particular espoused value and the lived value, and the value at stake is central to the value system of the country in which the subsidiary is located, the detrimental effect on the group's outcomes is more pronounced.",
keywords = "Affective organizational commitment, Corporate values, Country cultural values, Multinational enterprises, Value incongruence, Affective organizational commitment, Corporate values, Country cultural values, Multinational enterprises, Value incongruence",
author = "Dana Minbaeva and Larissa Rabbiosi and Stahl, {G{\"u}nter K.}",
year = "2018",
month = "12",
doi = "10.1016/j.jwb.2018.07.005",
language = "English",
volume = "53",
pages = "880--895",
journal = "Journal of World Business",
issn = "1090-9516",
publisher = "Pergamon Press",
number = "6",

}

Not Walking the Talk? How Host Country Cultural Orientations May Buffer the Damage of Corporate Values’ Misalignment in Multinational Corporations. / Minbaeva, Dana; Rabbiosi, Larissa; Stahl, Günter K.

In: Journal of World Business, Vol. 53, No. 6, 12.2018, p. 880-895.

Research output: Contribution to journalJournal articleResearchpeer-review

TY - JOUR

T1 - Not Walking the Talk?

T2 - How Host Country Cultural Orientations May Buffer the Damage of Corporate Values’ Misalignment in Multinational Corporations

AU - Minbaeva, Dana

AU - Rabbiosi, Larissa

AU - Stahl, Günter K.

PY - 2018/12

Y1 - 2018/12

N2 - We argue that a perceived misalignment between a multinational corporation's espoused values and how those values are lived in the subsidiary has detrimental effects on group outcomes, specifically groups’ affective organizational commitment. Using data from 1760 work groups in the foreign subsidiaries of a large European MNC, we find support to our hypotheses and show that when there is a misalignment between a particular espoused value and the lived value, and the value at stake is central to the value system of the country in which the subsidiary is located, the detrimental effect on the group's outcomes is more pronounced.

AB - We argue that a perceived misalignment between a multinational corporation's espoused values and how those values are lived in the subsidiary has detrimental effects on group outcomes, specifically groups’ affective organizational commitment. Using data from 1760 work groups in the foreign subsidiaries of a large European MNC, we find support to our hypotheses and show that when there is a misalignment between a particular espoused value and the lived value, and the value at stake is central to the value system of the country in which the subsidiary is located, the detrimental effect on the group's outcomes is more pronounced.

KW - Affective organizational commitment

KW - Corporate values

KW - Country cultural values

KW - Multinational enterprises

KW - Value incongruence

KW - Affective organizational commitment

KW - Corporate values

KW - Country cultural values

KW - Multinational enterprises

KW - Value incongruence

UR - https://sfx-45cbs.hosted.exlibrisgroup.com/45cbs?url_ver=Z39.88-2004&url_ctx_fmt=info:ofi/fmt:kev:mtx:ctx&ctx_enc=info:ofi/enc:UTF-8&ctx_ver=Z39.88-2004&rfr_id=info:sid/sfxit.com:azlist&sfx.ignore_date_threshold=1&rft.object_id=954921426642&rft.object_portfolio_id=&svc.holdings=yes&svc.fulltext=yes

U2 - 10.1016/j.jwb.2018.07.005

DO - 10.1016/j.jwb.2018.07.005

M3 - Journal article

AN - SCOPUS:85051109092

VL - 53

SP - 880

EP - 895

JO - Journal of World Business

JF - Journal of World Business

SN - 1090-9516

IS - 6

ER -