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Leveraging Values Diversity: The Emergence and Implications of a Global Managerial Culture in Global Organizations

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Abstract

The debate about divergence and convergence of managerial values has focused on the effect of macro-level influences on values. In contrast, little attention has been paid to micro-level influences, i.e., influences operating at the individual level. We therefore examine and identify micro-level influences on managerial values in global organizations and look at their impact at the group and organizational level. We start by reviewing the concepts of convergence and divergence as well as Ralston’s (e.g., 2008) notion of crossvergence. Subsequently, we identify examples in the literature where convergence has occurred for some groups of managers and not others. We argue that managers with similar values will cluster into global values and local values clusters with convergent and divergent values, respectively. We call this phenomenon groupvergence. Propositions are presented about the individual level causes of globalizing managerial values, relating it to exposure to other cultures as well as direct socialization into global values in a professional or a work setting, such as a global organization. The implications of the co-existence of global values and local values clusters in global organizations are examined, including the potential mediating boundary spanner role which members of global values clusters may play between global and local subgroups, groups and organizations. The analysis suggests that the presence of global values and local values clusters in global organizations can allow organizations to leverage value differences both inside and outside of their boundaries and can thus have a positive influence on organizational functioning and effectiveness.

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Acknowledgments

The authors appreciate the extensive feedback and support from the editors of this special issue as well as the feedback from the anonymous reviewers which had a substantial impact on the evolution of this paper. The authors also wish to thank McGill University Internal Social Sciences and Humanities Development Grants for the support provided for this project.

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  1. Desautels Faculty of Management, McGill University, Montreal, QC, Canada

    Alfred M. Jaeger

  2. Daniels College of Business, University of Denver, Denver, CO, USA

    Sung Soo Kim

  3. Lahore University of Management Sciences, Lahore, Pakistan

    Arif N. Butt

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  1. Alfred M. Jaeger
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Correspondence to Alfred M. Jaeger.

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Jaeger, A.M., Kim, S.S. & Butt, A.N. Leveraging Values Diversity: The Emergence and Implications of a Global Managerial Culture in Global Organizations. Manag Int Rev 56, 227–254 (2016). https://doi.org/10.1007/s11575-015-0274-3

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