AmbidesteryResponsesInstitutional Context PDF

International Journal of Emerging Markets
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Ambidexterity responses to a conflicting institutional
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Journal: International Journal of Emerging Markets
Manuscript ID IJOEM-04-2019-0262.R2
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Manuscript Type: Research Article
new institutionalism, ambidexterity, line manager, Colombia, Mexico,

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Keywords:
narcoterrorism
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Page 1 of 43 International Journal of Emerging Markets
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3 Ambidexterity responses to a conflicting institutional context
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8 Abstract
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10 Purpose: This research aims to explore and analyze multinational enterprises (MNEs) and local
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firms’ ambidexterity strategies to buffer against narcoterrorism impacts on their assets. The role
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15 of line managers (LMs), who have been deemed key players in the implementation of
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17 ambidextrous strategies, was investigated in detail.
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Design/methodology/approach: This paper presents a qualitative study based on 58
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22 semistructured interviews with key employees, i.e., firm directors, human resource (HR)
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24 managers, LMs and their subordinates, in Colombia and Mexico over a three-year period.
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26 Findings: The ‘culture of insecurity’ that exists in Colombia and Mexico due to narcoterrorism
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29 and the lack of governmental enactment of coercive institutional pillars defines the common
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31 frames and patterns of the beliefs held by managers and employees working in such contexts. To
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33 ensure the survival of employees and firms in unsafe institutional contexts while managing
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normative pressures to compete worldwide, LMs, HR departments, and ultimately firms are
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38 forced to strategically exploit security measures and simultaneously implement innovative
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40 explorative strategies.
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Originality/value: The findings suggest that ambidexterity strategies in unsafe institutional
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contexts represent an organizational advantage for competing worldwide while surviving in such
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47 contexts. This study contributes to the literature by linking ambidexterity and new
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49 institutionalism research in a robust framework with which to examine employment relationships
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52 in unsafe institutional contexts.
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International Journal of Emerging Markets Page 2 of 43
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3 Keywords: new institutionalism, ambidexterity, line manager, Colombia, Mexico,
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6 narcoterrorism
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10 Article classification
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Research paper
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3 Introduction
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6 In regions where threats and criminal acts by nongovernmental armed groups occur
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8 regularly (Harvey et al., 2019), organizations are driven to exploit their existing capabilities and
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10 strategies while simultaneously exploring new ideas to ensure employee survival (Duncan, 1976;
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Raisch and Birkinshaw, 2008). Organizational ambidexterity (Duncan, 1976) is important in
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15 Latin America’s narcoterrorism context, where drug cartels shatter the rule of law and social
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17 order (e.g., Sutter et al., 2013). Latin America has some of the most violent cities worldwide
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(Rosen et al., 2016), and the cost of crime is amounting to US $236,000 million, with 37% spent
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22 privately (i.e., by companies and individuals) (Rodríguez-Ortíz, 2017). The governments of Latin
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24 American countries considered emerging or “transition” economies (OECD, 2019) have

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26 implemented regulative and normative reforms. Reforms, such as opening economies to foreign
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29 direct investment (FDI) and investing in education (Trevino et al., 2008), represent attempts to
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31 improve the macroeconomic situation of their country, improve the living standards, and reduce
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33 poverty (World Bank, 2018). However, large structural vulnerabilities, such poverty and
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inequalities remain in Latin American economies under the organized crime and violence fueled
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38 by narcoterrorists (Control Risk, 2019; OECD, 2019).
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40 This research aims to explore and discuss the responses of organizational actors (i.e.,
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managers and employees) to narcoterroristic threats and attacks that surround them with regard
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to the following questions: 1) What organizational and Human Resource Management (HRM)
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47 strategies are in place to respond to security risk contexts characterized by organized crime and
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49 violence? and 2) What are Line Manager (LM) responses to such strategies? An explorative
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52 qualitative study was performed based on 58 semistructured interviews with key employees in
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54 Colombia and Mexico between 2014 and 2016. Our research was conducted at multinational
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3 enterprises (MNEs) and local firms, such as multilatinas, which are Latina MNEs that have
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6 generated exceptional growth and have operations beyond their national borders (e.g., Cuervo-
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8 Cazurra, 2016). Colombia and Mexico were selected as the studied countries because they have
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10 recently transitioned their institutional contexts (North, 1990; Scott, 2014) through constitutional
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change and the promulgation of laws, regulations and norms to protect business and human
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15 rights (Consejería DDHH-Presidencia de la República, 2015), and they are currently classified as
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17 upper-middle-income countries (World Bank, 2018). However, Colombia still suffers the
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repercussions of the world’s longest armed conflicts, which were responsible for over 220,000
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22 deaths, mainly in the civil population (Caro, 2016; GMH, 2013; Grupo de Memoria Histórica,
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24 2013; UNODC, 2016). Moreover, in Mexico, the “war on drugs” policy introduced in 2006
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26 resulted in more than 200,000 violent deaths (Reeve, 2019).

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29 We started our study based on a new institutionalism framework (DiMaggio and Powell,
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31 1983; North, 1990; Peng et al., 2018; Scott, 2014), which argues that organizations are shaped by
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33 the institutions within the economic, social, and cultural frameworks of their context (Trevino et
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38 the human ability to use both hands alike, to discuss our research questions. The ambidexterity
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40 framework has been defined as both the ability to simultaneously exploit existing abilities and
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explore new capabilities and the ability to simultaneously fulfill two disparate or conflicting
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goals that are critical to a firm’s long-range success (e.g., Caniëls and Veld, 2019; Luo and Rui,
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47 2009; March, 1991; Patel et al., 2013; Raisch and Birkinshaw, 2008). The literature concerning
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49 ambidexterity helped us to discuss new institutionalism theoretical frameworks of organizational,
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52 HRM, and LM ambidexterity strategies in the narcoterrorism context (DiMaggio and Powell,
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54 1983; Duncan, 1976; Sutter et al., 2013; Trevino et al., 2008).
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3 Our findings suggest that organizational actors have developed strategies over the years
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6 to protect their employees and infrastructure based on shared cultural–cognitive knowledge
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8 (DiMaggio and Powell, 1983) of “traditional” security measures. LMs were found to be key
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10 partners (e.g., Purcell and Hutchinson, 2007) in the design and implementation of
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complementary exploitation–exploration HRM practices used to lead and manage blue collar
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15 employees. The development of exploitative–explorative policies and practices appears to be
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17 aligned with the LMs’ abilities, which means that in security risk contexts, it is not enough for
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LMs to be competent at their jobs; rather, to strategically design and implement ambidexterity
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22 strategies (Duncan, 1976; March, 1991), LMs must also be savvy of the local context
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24 (Michailova, 2011) to respond to the conflicting needs of subordinates in the narcoterrorism

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26 context. This study contributes to the new institutional framework (DiMaggio and Powell, 1983;
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29 Peng et al., 2018) by extending our understanding on how normative and cultural-cognitive
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31 institutional pillars (Scott, 2014) are shaped by a ‘culture of insecurity’, in which governments
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33 fail to provide security to civil society and enforce the rule of law. The ‘culture of insecurity’
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defines the common patterns of belief held by organizational actors to be in state of constant alert
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38 and rely on their peers and workplaces. In such contexts, ambidexterity responses to conflicting
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40 new institutionalism evolve to ensure the survival of organizational actors and workplaces.
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We extend contextual ambidexterity, i.e., the actions of organizations that simultaneously
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demonstrate alignment and adaptability across an entire business unit (Havermans et al., 2015),
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47 by highlighting the unusual ability of LMs in Colombia and Mexico to simultaneously fulfill two
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49 disparate or conflicting goals: performing according to global standards (Kostova and Roth,
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52 2002) and safeguarding their subordinates from narcoterrorism impacts. The discussion of these
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3 Cazurra, 2016) and managers working in more stable contexts by enabling them to devise
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6 ambidextrous strategies (March, 1991) for timely responses to incidents, such as terrorist attacks
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8 (e.g., Harvey et al., 2019). The remainder of this paper is organized as follows. First, the
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Then, a general discussion and the implications of the findings are presented with the aim of
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15 developing a dialogue regarding ambidexterity research and new institutionalism frameworks in
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institutional contexts.
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24 Theoretical background
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29 New institutionalism
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31 New institutionalism research (Peng et al., 2018; Trevino et al., 2008) embraces
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33 economic (North, 1990) and sociological institutionalism (DiMaggio and Powell, 1983; Scott,
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2014). Economic institutionalism focuses on the quest for efficiency under the constraints of
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Sociological institutionalism emphasizes the constraints of social institutions comprising
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cultural–cognitive, normative, and regulative institutional pillars, which, combined with
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47 associated activities and resources, provide stability and meaning to social life (Peng et al., 2018;
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49 Scott, 2014; Trevino et al., 2008). Table 1 presents and exemplifies the institutional pillars.
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52 [Table 1 near here]
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3 Scholars have developed indicators of cultural–cognitive elements to reveal shared
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6 attitudes and common values (e.g., Hofstede, 1984; House et al., 2004) and rely on such
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8 constructs to study HRM policies and practices in emerging economies (e.g., Gomez and
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uncertainties derived from narcoterrorism is lacking (e.g., Harvey et al., 2019; Sutter et al.,
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15 2013). Narcoterrorism-derived security risks reflect a key aspect of the current institutional
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17 context (Hiatt and Sine, 2014; Scott, 2014; Vreja, 2005) and are embodied in both the routine
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and organized actions of organizational actors (i.e., managers and employees). Scholars argue
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22 that ineffective coercive institutional pillars (North, 1990; Scott, 2014) (e.g., an incapacity to
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24 establish and operate on the basic principles of human rights and rule of law) might have
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26 negative economic and management consequences on firms (e.g., Bader and Schuster, 2015). In
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29 such conflicting contexts, firms might develop strategies to legitimize (DiMaggio and Powell,
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31 1983) their actions and change the institutional conditions that might affect them. “Legitimacy is
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33 a generalized perception or assumption that the actions of an entity are desirable, proper, or
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appropriate with some socially constructed system of norms, values, belief, and definitions”
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40 New institutionalism scholars tend to agree that organizations sharing the same context
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(Michailova, 2011) employ similar practices and thus become ‘isomorphic’ (Kostova and Roth,
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2002, p. 215). Isomorphism is a constraining process that forces a unit to resemble other units
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47 experiencing the same institutional conditions (DiMaggio and Powell, 1983, p. 149). According
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49 to structuralists, isomorphism implies that organizations increasingly incorporate the
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52 professionalization and institutionalization of a given template (Heugens and Lander, 2009),
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3 organization and those outside the organization, respectively) (Pavlovich, 2016). However, the
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6 effect of isomorphic practices (Deephouse, 1996) on shaping HRM departments and LMs in the
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8 narcoterrorism context is poorly understood. These arguments are presented in the following
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15 HRM and LMs in security risk contexts
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economies characterizes HRM policies as filling structural vulnerabilities, such as a lack of
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22 infrastructure (e.g., Gomez and Sanchez, 2005; OECD, 2019). HRM strategies commonly
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24 provide benefits to employees and their families, including transportation, private health
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26 insurance, hot meals, and scholarships (e.g., Gomez and Sanchez, 2005). Purcell and Hutchinson
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29 (2007, p. 5) suggest that LMs act as agents that deliver HRM practices within an organization
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negatively. Purcell and Hutchinson (2007) also suggest that a form of symbiotic relationship
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40 HRM research proposes that the main enforcers of HRM policies on the floor tend to be
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LMs (Trullen et al., 2016). As noted by Lubinski and Benbow (2000, p. 146), “to predict which
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environments an individual is likely to enter, work in, and thrive in, you must not only know
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47 what they can do (their abilities, capabilities), you must also know what they want (their
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49 interests, needs, or motives).” The performance of LMs in the narcoterrorism context may be
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3 evolved, our preliminary findings in 2014 suggested that employees have the ability to meet two
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6 conflicting pressures: job objectives and survival in the narcoterrorism context. Thus, we
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8 returned to the academic literature to further understand and explain our preliminary findings,
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10 and in this process, we re-discovered the ambidexterity framework (Duncan, 1976; March,
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1991), which is discussed in the following section.
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17 Prospective models of ambidexterity
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Ambidexterity is the ability to simultaneously exploit and explore new capabilities and
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22 abilities (e.g., Luo and Tung, 2018). Hill and Birkinshaw (2014, p. 2) suggest that exploration
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26 often negative.” In contrast, exploitation is the “refinement and extension of existing

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3; Gibson and Birkinshaw, 2004; Kang and Snell, 2009) based on their cultural–cognitive
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behavioral capacity to simultaneously demonstrate alignment and adaptability across an entire
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business unit” (Havermans et al., 2015, p. 180). Nevertheless, the headquarters of a company
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47 typically exercises considerable control over its subsidiaries (Boussebaa and Morgan, 2014),
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49 such as by setting HRM budgets. Thus, to realize contextual ambidexterity, organizations need to
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52 focus on multiple levels, i.e., individual, group, and organizational, by allowing employees to
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3 according to the local context and individual behaviors (Malik et al., 2017), which is interpreted
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6 as being “aligned and efficient in [the] management of today’s business demands while
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8 simultaneously adaptive to changes in the environment” (Raisch and Birkinshaw, 2008, p. 375).
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ambidexterity, i.e., the “behavioral capacity to simultaneously demonstrate alignment and
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15 adaptability across an entire business unit” (Havermans et al., 2015, p. 180), and adaptability,
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in the task environment” (Gibson and Birkinshaw, 2004, p. 209).
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24 Methodology
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26 This research combines semistructured interviews, observations, and analyses of firms’

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29 internal documents collected in Colombia and Mexico from 2014 to 2016. Fifty-eight
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33 ten companies (see Table 2). Semistructured interviews lasted an average of 80 minutes. All
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semistructured interviews listed in Table 2 were recorded and transcribed verbatim, and notes
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38 were taken during the field work. Confidentiality agreements specifying the use of the research
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40 outcomes for academic purposes were signed by the firms and informants. The semistructured
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interviews were conducted in the local language (Colombian and Mexican Spanish) in which the
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authors are native speakers. The quotes provided in this paper were translated to English by the
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47 authors verbatim and then corrected for readability.
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3 Evolution of data collection
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6 The qualitative research design was an interactive process that progressed from the
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8 general organizational and HRM strategies implemented by firms to the microstrategies
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10 developed by employees to safeguard themselves against the effects of narcoterrorism. The
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initial fieldwork was performed between August and September in 2014 under the broad
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17 (Alvesson and Deetz, 2000) in response to the direct and indirect impacts of narcoterrorism. The
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findings from 2014 revealed differentiation according to the interviewees’ positions within their
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22 companies and the countries in which they lived (see Table 3).
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26 Time played a key role in the findings; notably, the height of the conflicts in Colombia
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29 and Mexico occurred in the 1980s and 1990s and 2007–2012, respectively; the informants from
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33 about it, whereas the informants from Mexico appeared to be in a “state of shock” and felt
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unsafe, causing them to show distrust. Overall, discussing the implications of narcoterrorism
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38 made the interviewees uncomfortable, particularly those in Colombia, and certain words, such as
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40 drug cartels, narcos, cocaine, and marijuana, were avoided by some interviewees. The
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informants’ discomfort in discussing organized violence and crime was interpreted as a lack of
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trust in formal institutions (North, 1990), which is a historically significant aspect of the
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47 narcoterrorism context of this research. The sensitivity to the narcoterrorism context affected the
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49 disclosure of the exploration–exploitation practices used by either individuals or organizations;
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52 the informants asserted that the firms for which they work are not involved in narcoterrorism,
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3 make [our] firm operate in such a context.” While the informants appeared to not have any
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6 relations with narcoterrorism, they were impacted both directly and indirectly.
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8 Following several rounds of discussion among the authors, it was agreed that the
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10 fieldwork should be redesigned and adapted to the specific context of the research (see Table 3).
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Thus, the data collection strategy was modified as presented in Appendix 1 for the continuation
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15 of our field work performed in October–December 2015 and October 2016.
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Thematic analysis
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22 During the first stage of the thematic analysis, all semistructured interviews were
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24 analyzed by separating the empirical material from the HR professional, LM, and subordinate
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26 data in Colombia and Mexico. Individual and organizational strategies aiming to buffer against
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29 the indirect and direct impacts of narcoterrorism were identified. This process was carried out by
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31 an author who was originally from Mexico but had lived abroad for more than 17 years, which
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33 enabled the transcripts to be probed for statements addressing context blindness (e.g.,
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Michailova, 2011), i.e., the taken-for-granted consequences of security risks that might have
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38 been overlooked by the other coauthors (who live and work in Colombia and Mexico). An
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40 abductive analysis was performed in accordance with the themes that emerged from the
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empirical material (Miles and Huberman, 1994) using NVivo 11 (qualitative software). The
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transcripts from the semistructured interviews were used as the primary material for the analysis,
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47 and the field notes, observations and internal documents of firms were used to support and refine
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49 the interpretation of the emerging narratives and guide their integration into an overall
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3 The second stage of the thematic analysis involved identifying statements that referred to
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6 existing and novel strategies developed at the organizational, HRM, and LM levels. An
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8 interactive process was undertaken among the three authors to achieve consensus in naming the
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10 emerging topics and themes. In accordance with the narrative approach, the analytical
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interpretations and contextualization were developed by systematically organizing the empirical
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15 material (Alvesson and Deetz, 2000) into the following three initial themes: 1) narcoterrorism in
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17 Colombia and Mexico; 2) LMs’ and their subordinates’ experiences and struggles at work and
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outside work; and 3) HRM and organizational policies and practices that buffer against or
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22 respond to threats and attacks from narcoterrorists and/or other nongovernmental armed groups.
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24 To support the accuracy of the identified statements, the statements were validated by
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26 triangulating the empirical material. This process evolved by interacting between our data and
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29 extant theory. In our process, to theorize from the in-depth analysis in the security risk context,
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31 we triangulated our data in line with the abductive coding used in this study. A theoretically
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33 informed understanding of new institutional, LM, HRM, and ambidexterity theory and research
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was used during the thematic analysis and interpretation processes. The material was grouped
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38 into the following more abstract aggregated themes: conflicting coercive pillar, managing
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40 conflicting normative demands at organizational and HRM levels, and managing conflicting
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cultural-cognitive demands. This process helped us to propose the following overall aggregated
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theme: Ambidexterity responses to a conflicting institutionalism context (see Table 4).
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3 Findings
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8 Conflicting coercive pillar
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10 The analysis of our data suggests that the institutional context of this research shapes the
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policies of MNEs and multilatinas to be 1) globally competitive and 2) understanding of the
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15 circumstances of local employees (see Table 4).
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17 In Colombia and Mexico, it is common to observe army patrols assuming control of
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public places and read about security risk issues in local and international newspapers because
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22 assaults, crossfires in public (based on field notes). The direct impacts of such security risks on
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24 employees and firms include the destruction of infrastructure and the kidnapping or murder of
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26 employees; the indirect consequences include the loss of customers and disruptions to production
27
28
29 and the supply chain (Álvarez and Rettberg, 2008; Durbin, 2013; INEGI, 2016; Rettberg, 2003).
lo
30
31 The interviewees reported various random and indirect violent attacks, including instances of
32
fE
33 being caught in crossfire between criminal gangs while waiting for public transport. A
34
35
m
36
subordinate at a firm in Colombia described one attack as follows:
37
38 Once, [criminals] ripped off the uniform [of a colleague]… he [a colleague] was on a
er
39
40 motorbike… and got scared… the LM called the plant manager…to rescue him.
gin
41
42
(Subordinate, Colombia, firm MKK)
43
44
The above account is a specific example of the daily struggles and concerns of the
gM
45
46
47 subordinates and LMs interviewed. Collectively, the narratives provided an understanding of the
48
49 reasons why LMs and their subordinates experience tension and fear. Tension and stress
ar
50
51
52 manifested from fear are heightened when travelling in the dark, and the LMs and subordinates
ke
53
54 in both Colombia and Mexico expressed concerns about “express kidnapping” (in which
55
ts
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57
58
59
15
1
2
In t
3 kidnappers take the victim to an automated teller machine (ATM) to withdraw money and then
4
5
6 release the victim), extortion, and assault on the street. The conflicting coercive context in our
er
7
8 research suggests the evolution of ambidexterity strategies, which are presented in the following
n
9
10 sections.
at
11
12
13
ion
14
15 Ambidexterity responses to conflicting institutional context
16
17
al
18
19
Managing conflicting normative demands at organizational and HRM levels
20
Jo
21
22 The firms visited by the authors had the following two conflicting demands: 1) being
23
ur
24 globally competitive and meeting customers’ demands and 2) addressing security risk threats and
25
na
26 attacks. The investigated firms meet normative quality control standards, such as ISO 9001 (see
27
28
29 Table 1). A HR manager elaborated the following:
lo
30
31 Certifications are mostly carried out mainly for two issues: 1) ensure that the processes
32
fE
33 are aligned with an international benchmark and 2) that customers ensure that the various
34
35
m
36
processes carried out in the company comply with international standards. (HR Manager,
37
38 Mexico, firm XIU)
er
39
40 The managers interviewed had implemented shared strategies over the years in response
gin
41
42
to security risks. All visited firms had explicit written security and prevention procedures in
43
44
relation to armed assaults and extortion calls that affected the workplace as well as robbery,
gM
45
46
47 express kidnapping, and threats outside the premises. These written procedures were normally
48
49 supported by physical security measures, such as security cameras, protection on windows, metal
ar
50
51
52 entrance doors, and armed guards (from semistructured interviews and observations). This
ke
53
54
55
ts
56
57
58
59
16
1
2
In t
3 research classifies these measures as exploitative strategies because they are standard practices in
4
5
6 security risk contexts (Table 4).
er
7
8 However, other firms exhibited a more sophisticated “explorative” approach while
n
9
10 implementing strategies in response to security risks. For example, one firm in Colombia created
at
11
12
13
a “new” organizational unit for “asset protection.” The manager explained,
ion
14
15 Asset protection is the equivalent of integral security, covering the physical security and
16
17 safekeeping of all the firm’s assets, tangible and intangible. It is the relationship between
al
18
19
traditional protection and safety; it is simply the terms that are different across cultures,
20
Jo
21
22 [for example] between Mexicans and Colombians. [Asset protection] is the installation of
23
ur
24 security, security of assets… [We] are looking to differentiate it from industrial safety
25
na
26 and occupational health. (Security Manager, Colombia, firm FMA)

27
28
29 The exploration of “new” organizational units seems to have created new “marketing”
lo
30
31 features, such as valet calendars, key-holders, stickers, etc., to reinforce “actions to avoid theft”
32
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33 from the distribution fleet. A security manager interviewed in Colombia further explained,
34
35
m
36
We have developed a training program for our drivers and personnel in charge of product
37
38 distribution in order to reinforce training, “which is given constantly” to reinforce for
er
39
40 employees all these “security risk prevention promotions” [key rings, posters, etc.]
gin
41
42
(Security Manager, Colombia, firm FMA).
43
44
A common pattern emerged in relation to information sharing at the managerial
gM
45
46
47 organizational level. The top management level seems cautious when disseminating sensitive
48
49 security risk information to employees. A subordinate elaborated the following:
ar
50
51
52
ke
53
54
55
ts
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57
58
59
17
1
2
In t
3 I am not sure, but I believe that [the managers] do not say anything about [security risks]
4
5
6 to avoid alarming us… maybe they are working on adding better safety measures to
er
7
8 provide more safety… (Subordinate, Mexico, firm EDE)
n
9
10 However, LMs and HR managers prepare general “common knowledge” regarding
at
11
12
13
security prevention measures and disseminate the advice to employees. Posters and TV screens
ion
14
15 informing employees about preventative security measures are displayed in common areas, such
16
17 as cafeterias and locker rooms (from observations). These dissemination strategies are
al
18
19
complemented by explicit security practices, such as restricting employees from leaving the firm
20
Jo
21
22 in uniform or requiring all external visitors to be accompanied by an employee. These measures
23
ur
24 can be classified as organizational exploration strategies in the given context.

25
na
26 According to the firms’ internal documents and webpages, all firms had HRM
27
28
29 departments and complied with national labor laws (e.g., all employees had written employment
lo
30
31 contracts). The following HRM exploitation strategies are typically taken-for-granted HRM
32
fE
33 practices: Non-monetary compensation, such as private transportation for employees to

34
35
m
36
workplaces, flexible timetables, global positioning systems (GPS) in company cars, life
37
38 insurance, and emergency mobile phones, which are benefits expected by local employees and
er
39
40 directors in Colombia and Mexico (from semistructured interviews with HR managers).
gin
41
42
The visited firms have redesigned their recruitment and selection processes by
43
44
implementing strict limitations regarding the candidates during the initial screening, such as
gM
45
46
47 excluding candidates with tattoos or relatives in prison (apparently, these features are perceived
48
49 to indicate links to gangs). In relation to training and development, it was noted that the firms in
ar
50
51
52 both countries established security prevention programs and post-trauma sessions for not only
ke
53
54 the employees but also their families. Nevertheless, only two firms (one Colombian and one
55
ts
56
57
58
59
18
1
2
In t
3 Mexican) tailored security manuals to foreign managers traveling to Latin America. As an HR
4
5
6 manager explained,
er
7
8 Yes. We have a regulation and a manual that [the firm] gives to employees in order to
n
9
10 travel as safely as possible. [The manual] states, for example, to avoid phone calls in
at
11
12
13
public places, particularly to avoid talking business on the street. If you’re going to
ion
14
15 meetings, dress discreetly, do not bring fancy watches or jewelry and do not bring things
16
17 that appeal [to gangs]. (HR Manager, Mexico, firm XIU)
al
18
19
We suggest these initiatives as explorative HRM-related practices. It was found that
20
Jo
21
22 HRM managers in Colombia face conflicting demands from the firm’s headquarters in
23
ur
24 supporting exploitative–explorative HRM practices, whereas European-based firms do not

25
na
26 commonly provide such measures. The specific constraints faced by MNE subsidiaries in
27
28
29 Colombia included 1) keeping costs low and 2) investing in benefits and services to attempt to
lo
30
31 buffer/diminish the impacts of organized crime and violence. Managing conflicting normative
32
fE
33 demands at organizational and HRM levels appears to be discretionally executed by LMs. These
34
35
m
36
findings are presented below.
37
38
er
39
40 Managing conflicting cultural-cognitive demands
gin
41
42
The semistructured interviews indicated that local employees are embedded in the local
43
44
security risk context. A LM elaborated the following:
gM
45
46
47 I am a 35-year-old Colombian who grew up in an armed-conflict country… Therefore,
48
49 when I hear about violent assaults or death…it is sad, but to some extent, it is normal… I
ar
50
51
52 survived; so, I believe that I know how to do it. (LM, Colombia, firm SCH)
ke
53
54
55
ts
56
57
58
59
19
1
2
In t
3 The above quotation illustrates an exploitation strategy, such as being alert, which
4
5
6 appears to be “innate” for local (Colombian and Mexican) employees. Insecurity and risk are
er
7
8 accepted as factors that cannot be changed (from semistructured interviews). Thus, LMs in
n
9
10 dangerous contexts make discretionary decisions to protect employees and build trust. For
at
11
12
13
example, LMs drive their subordinates directly home after dark in company vehicles or pay for a
ion
14
15 “secure taxi” (a registered taxi firm) or Uber to take them (transcripts). These are examples of
16
17 the explorative ability of LMs based on their developed knowledge of the security context.
al
18
19
The shared social reality of LMs and their subordinates led to the development of
20
Jo
21
22 cultural–cognitive strategies to cope with security risks; for example, while arranging security
23
ur
24 procedures to enter one of the firms, two authors observed how four blue collar employees
25
na
26 traveled together by taxi. In the firm, a LM explained this observation as follows:

27
28
29 Yes, it is common for our blue-collar employees to share taxis to travel to their homes in
lo
30
31 order to avoid taking public transportation. (Security Manager, Colombia, firm FMA)
32
fE
33 The findings suggest that local employees innately develop behaviors that help them
34
35
m
36
survive in security risk contexts. Both the LMs and subordinates interviewed appeared to “know”
37
38 this strategy, preferring to not expose themselves to the dangers of taking unknown taxis. As a
er
39
40 LM explained,
gin
41
42
I simply do not trust taxis… we [women] are a target in certain sectors of the city. I
43
44
always take an Uber as it has very advanced technology tracking the driver and my trip.
gM
45
46
47 (LM, Colombia, firm SCH)
48
49 Discretion was also observed regarding the information that LMs disseminated to
ar
50
51
52 employees about the direct and indirect impacts of organized crime and violence. Two patterns
ke
53
54 were identified in relation to information sharing. LMs in manufacturing firms seemed less
55
ts
56
57
58
59
20
1
2
In t
3 concerned about sharing security measures with their subordinates. As one subordinate in
4
5
6 Colombia commented, “they do not have any additional information.” Another subordinate in
er
7
8 Mexico commented,
n
9
10 Well, we have not had any security warnings… “Well, we got some brochures [flyers],
at
11
12
13
attended a course…” And then, one thinks [LMs] do not have any other facts [to share].
ion
14
15 (Subordinate, Mexico, firm MTA)
16
17 The informants stated that violence and crime are “common” in Colombia and Mexico
al
18
19
and that these countries seem to have an embedded “culture of insecurity.” Nevertheless, LMs in
20
Jo
21
22 manufacturing firms do not seem to consider sharing violence and crime-related issues relevant;
23
ur
24 such LMs are more concerned about performing the work than security risk issues external to the
25
na
26 firm. A subordinate in Mexico explained the following:

27
28
29 In fact, it is not the case… [the LM] does not speak about insecurity [violence and crime]
lo
30
31 issues here at work… it is clear that work safety [work-related safety measures] is
32
fE
33 important to the [firm’s external] environment, but [he] does not speak about insecurity.
34
35
m
36
(Subordinate, Mexico, firm NMK)
37
38 It seems that LMs use their capabilities to discretely inform or avoid informing
er
39
40 subordinates of security contingencies and execute strategic decisions to manage conflicting
gin
41
42
organizational and HRM demands.
43
44
Our findings suggest that expatriates working at MNE headquarters, where the budgets of
gM
45
46
47 subsidiaries are typically approved, have difficulty understanding the impacts of security risks on
48
49 local employees (from semistructured interviews). A Colombian LM working for a Swiss-based
ar
50
51
52 firm provided the following comment:
ke
53
54
55
ts
56
57
58
59
21
1
2
In t
3 No, [the managing directors] do not know about any of this. Perhaps it may be our own
4
5
6 mistake because we [LMs] do not communicate [violence and crime incidents] up to
er
7
8 senior managers. Perhaps the HR department is not aware because we [LMs] keep all this
n
9
10 information [about violence and crime toward employees] to ourselves. (LM, Colombia,
at
11
12
13
firm SCH)
ion
14
15 The field study suggested that expatriates in Colombia and Mexico develop a
16
17 misunderstanding of the local security risks; for example, such expatriates seem to avoid the
al
18
19
contingencies used by local employees, such as taking public transportation. A Colombian
20
Jo
21
22 employee noted that while local employees “deal” with danger and risk (transcripts), it might be
23
ur
24 a challenge for expatriates working in Colombia and Mexico. As a LM explained,

25
na
26 When we perform an audit [that an expatriate will join], we try to develop protected sites.
27
28
29 We are not going to put expatriates at risk [by taking them to dangerous areas] where we
lo
30
31 [local employees] need to go… If I suggest it, my colleagues would say: “How on earth
32
fE
33 did it occur to you to take [an expatriate] to Robledo [considered by employees to be a

34
35
m
36
high risk area]?… It is horrible; it is dangerous.” …and then, [the expatriates] leave
37
38 [Colombia] with the feeling that this country is OK and that we are not doing too badly.
er
39
40 (LM, Colombia, firm SCH)
gin
41
42
The preceding quotation suggests that different understandings of the local context occur.
43
44
This disparity seems to have implications for approving explorative HRM strategies to protect
gM
45
46
47 employees in Colombia and Mexico. These arguments are discussed in the following section.
48
49
ar
50
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52 Discussion
ke
53
54 The aim of this study was to explore and discuss the strategies devised by organizational
55
ts
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57
58
59
22
1
2
In t
3 actors in the narcoterrorism context. This study departed from the lens of the new
4
5
6 institutionalism framework (DiMaggio and Powell, 1983; North, 1990; Scott, 2014), and as our
er
7
8 fieldwork advanced, we then integrated the ambidexterity framework (Malik et al., 2017; March,
n
9
10 1991; Patel et al., 2013).
at
11
12
13
In Colombia and Mexico, the current security risks and consequences of narcoterrorism
ion
14
15 appear to have a “natural” or “normal” state. The state of “shock” observed in the informants
16
17 renders them mindful of employees’ concerns derived from narcoterrorism (see Table 3).
al
18
19
Although there are contextual differences (Michailova, 2011) between Colombia and Mexico in
20
Jo
21
22 relation to narcoterrorism, in both countries, informants indicate disillusionment with the
23
ur
24 coercive pillar, which suggest the limited ability of their governments to fight narcoterrorism and
25
na
26 its consequences. This study empirically contributes to the discussion of the new institutionalism
27
28
29 framework in situations in which formal institutions fail (North, 1990) and governments cannot
lo
30
31 protect human lives. We presented rich empirical material on how security risks are experienced,
32
fE
33 interpreted, and ultimately managed by firms and employees. We contribute to the new
34
35
m
36
institutionalism framework by suggesting that the structural vulnerabilities in emerging
37
38 economies can be addressed by viewing MNEs and multilatinas as key institutional actors in
er
39
40 improving employees’ well-being through ambidexterity strategies. We posit that employees and
gin
41
42
organizations rely on social institutional elements and normative and social-cognitive pillars
43
44
instead of hoping for protection from the government (see Table 4). Extending beyond the
gM
45
46
47 cultural dimensions that scholars traditionally rely on to discuss management practices in
48
49 emerging markets (Hofstede, 1984; House et al., 2004), this study posits that security risk is a
ar
50
51
52 social reality in the narcoterrorism context in which ambidexterity strategies evolve.
ke
53
54
55
ts
56
57
58
59
23
1
2
In t
3 Ambidexterity responses to the conflicting institutionalism context
4
5
6 Scholars argue that multilatinas already know “how to operate under violence and can
er
7
8 more easily implement solutions, unlike firms from countries with little violence” (Cuervo-
n
9
10 Cazurra, 2016, p. 1969). We extend such arguments (Barnard et al., 2017; Cuervo-Cazurra,
at
11
12
13
2016) by showing that a ‘culture of insecurity’ emerged as a critical feature of the socio-cultural
ion
14
15 pillar (Scott, 2014). We posit that this ‘culture of insecurity’ is a complex problem that evolves
16
17 from poverty, drug trafficking and inequalities within a context where public policies, namely,
al
18
19
coercive pillars, cannot reverse structural vulnerabilities (OECD, 2019). The ‘culture of
20
Jo
21
22 insecurity’ defines the common patterns of belief held by organizational actors to be in a state of
23
ur
24 constant alert and rely on their peers and workplaces to work and survive in such contexts.
25
na
26 Our first question was as follows: “What organizational and HRM strategies are in place
27
28
29 to respond to security risk contexts characterized by organized crime and violence?” The firms
lo
30
31 investigated in this study were “aligned” and typically efficient in the management of modern
32
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33 demands (Gibson and Birkinshaw, 2004) as they complied with international standards in their
34
35
m
36
fields of operation (see Table 1). The ability of firms to manage conflicting demands appears to
37
38 rely on the exploration and exploitation of the normative institutional pillar (see Table 4).
er
39
40 Certification helps companies maintain legitimacy in the eyes of the authorities that provide it
gin
41
42
(e.g., Scott, 2014). However, given the taken-for-granted context in this study characterized by
43
44
the common sentiment that “nothing can be done”, the “be alert” strategy (TV, posters, etc.)
gM
45
46
47 should be interpreted as an explorative strategy to remind employees of the macro context in
48
49 which they live and work. Our findings suggest that firms implement isomorphic ambidextrous
ar
50
51
52 organizational and HRM strategies to overcome security risk uncertainties (see Table 4), thus
ke
53
54 enabling them to survive while maintaining internal legitimacy in the eyes of their employees
55
ts
56
57
58
59
24
1
2
In t
3 (DiMaggio and Powell, 1983; Heugens and Lander, 2009; Pavlovich, 2016; Scott, 2014).
4
5
6 We also asked: “What are LM responses to such strategies?” HRM strategies send direct
er
7
8 signals regarding a firm’s values, thus gaining trust and support in the firm at the macrolevel.
n
9
10 However, at the microlevel, blue-collar employees often rely on LMs’ direct support in the event
at
11
12
13
of an attack as LMs are embedded in the security risk context in a way that senior managers are
ion
14
15 not. This study identified the ambidextrous strategies devised by LMs and subordinates, which
16
17 are considered actions at the microorganizational level. The discretion of LMs in enforcing HRM
al
18
19
policies was highlighted during the fieldwork. It was discovered that LMs are typically
20
Jo
21
22 understanding of employees’ fears in the event of attacks and have concern for their physical
23
ur
24 security. Absence or lateness were often overlooked when employees “feared” traveling to work,
25
na
26 and flextime or changes in work schedules were implemented at the LMs’ discretion. Such
27
28
29 strategies were used to motivate employees to retain their jobs and/or avoid absenteeism. We
lo
30
31 posit that LMs function as a liaison between their subordinates and HR managers to
32
fE
33 contextualize the security risks that they confront in an attempt to seek protection from their
34
35
m
36
firms given the conflicting coercive pillar. LMs’ explorative strategies were based on trust,
37
38 openness, participation, honesty, etc., which can be interpreted as a strategy implemented by
er
39
40 managers to manipulate or “fight” the lack of trust in formal institutions and support members of
gin
41
42
society against the proliferation of organized crime and violence. Along with HR managers, LMs
43
44
send signals through managerial practices that they care about employees and their families. This
gM
45
46
47 study presents concrete examples of the symbiotic relationship between LMs and subordinates
48
49 (Purcell and Hutchinson, 2007). Extending Malik et al. (2017) argument that the different
ar
50
51
52 activities in which employees engage assist organizations in implementing ambidextrous
ke
53
54 strategies, this study suggests that this symbiotic relationship is key to exploring new and
55
ts
56
57
58
59
25
1
2
In t
3 exploiting existing actions to survive in security risk contexts. We posit that ambidexterity is a
4
5
6 key factor through which LMs successfully design and implement tailored HRM strategies that
er
7
8 might not reflect the intended organizational and departmental designs.
n
9
10 Contextual ambidexterity (Havermans et al., 2015) is extended in this study by discussing
at
11
12
13
the unusual ability of LMs in Colombia and Mexico to simultaneously fulfill two disparate or
ion
14
15 conflicting goals of performing up to global standards (Kostova and Roth, 2002) while also
16
17 safeguarding their subordinates. LMs play an important role in coordinating collective
al
18
19
ambidextrous strategies from the way their subordinates notice, categorize, and interpret
20
Jo
21
22 (Trevino et al., 2008) the security risks they have confronted over the years. Subordinate
23
ur
24 ambidexterity strategies are microactions performed to buffer security risks. The spontaneous or
25
na
26 taken-for-granted actions of subordinates, such as “sharing taxis”, are in fact cultural–cognitive

27
28
29 structures and value systems (DiMaggio and Powell, 1983; Scott, 2014) developed by
lo
30
31 subordinates in the given context. These findings reflect the power of internal (i.e., subordinates)
32
fE
33 and external (i.e., civil society) forces at local subsidiaries. The authors hope that this might
34
35
m
36
encourage support from MNE headquarters to implement ambidextrous strategies at subsidiaries
37
38 confronted with security risks, while helping firms maintain internal legitimacy (Suchman,
er
39
40 1995).
gin
41
42
43
44
Managerial implications
gM
45
46
47 The findings of this study suggest that it is not enough for LMs in security risk contexts
48
49 to be competent at their jobs. Such LMs must also be savvy in the local context to strategically
ar
50
51
52 design contextual ambidexterity strategies. Managers could be inspired by the findings of this
ke
53
54 study, which may assist foreign firms operating in emerging markets that have undergone a
55
ts
56
57
58
59
26
1
2
In t
3 transition in their institutional context. Nevertheless, foreign firms could also capitalize from a
4
5
6 bottom-up learning process. Learning from local employees could allow the design of
er
7
8 explorative HRM and organizational policies and practices to help local and foreign firms
n
9
10 compete internationally while simultaneously developing legitimacy (DiMaggio and Powell,
at
11
12
13
1983) among their local workforce. The implication for practitioners is that LMs cannot
ion
14
15 monopolize knowledge that might be critical for a firm’s internal processes because such
16
17 knowledge is also critical to the wellbeing of subordinates.
al
18
19
Malik et al. (2017) argued that coordination and resource allocation by senior managers
20
Jo
21
22 are important for achieving ambidexterity. However, it might be relevant for MNEs to
23
ur
24 implement partitional ambidexterity (Malik et al., 2017) and tailor HRM practices according to
25
na
26 the local institutional context.

27
28
29
lo
30
31 Limitations and future research
32
fE
33 This study is based on fieldwork performed at MNEs and multilatinas operating in

34
35
m
36
Medellin and Monterrey. Therefore, caution must be exercised when generalizing the results to
37
38 other transition economies and beyond. In addition, as the focus of this study was firm strategies
er
39
40 to survive in security risk contexts, their performances were not considered, although this aspect
gin
41
42
could support the exploitative strategies implemented for external legitimacy. However, scholars
43
44
may be inspired by these results to analyze mainstream theory and research (such as firm
gM
45
46
47 performance) by recognizing LMs as key players in developing ambidextrous HRM strategies at
48
49 the microlevel (e.g., Malik et al., 2017; Trullen et al., 2016). Future works should extend beyond
ar
50
51
52 traditional institutional assumptions while studying MNEs in emerging economies. The novel
ke
53
54 ambidexterity strategies implemented by LMs within this sample suggest movement away from
55
ts
56
57
58
59
27
1
2
In t
3 the ethnocentric approach in which HRM policies and practices are typically spread from
4
5
6 headquarters to subsidiaries (Boussebaa and Morgan, 2014; Patel et al., 2018). Future research
er
7
8 might analyze the influence of LMs on lobbying for the implementation of policies and practices
n
9
10 with the help of HRM. Although Colombia and Mexico’s governments fight against
at
11
12
13
narcoterrorism, their efforts appear to be insufficient to fully capture the impact of
ion
14
15 narcoterrorism on organizations and employee mental health, such as stress, paranoia, anxiety,
16
17 etc. Mental health is an emerging concern that LM and HR managers are facing. Future research
al
18
19
might further explore ambidexterity strategies to mitigate and address employee security,
20
Jo
21
22 including material as well as emotional security. HRM appears to move into a cross-sectional
23
ur
24 area that will work hand in hand with occupational risk managers, specifically occupational
25
na
26 health and safety and LMs.

27
28
29
lo
30
31 Conclusions
32
fE
33 The unpredictability of security risks suggests that a deep understanding of the context is
34
35
m
36
required. The link between ambidexterity and new institutionalism research seems to function as
37
38 a robust framework with which to study work employment relationships. All visited firms juggle
er
39
40 competing, complex, and occasionally contradictory agendas (e.g., how to address international
gin
41
42
competition and local violence and crime). Although the narcoterrorism context could be
43
44
considered an extreme example, the concept of ambidexterity furthers the perception and
gM
45
46
47 explanation of how firms can remain internationally competitive, such as through the exploration
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In t
3 Appendix 1
4
5
6 Protocol Interview 2014
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8 General information
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10 Organization:_________ Position in the organization:________________
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13
Title:_______________ Name:_____________
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15
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17 Part I: Perception of the environment of insecurity and its relation to the activities of the
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19 company.
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21
22 1. Do you think that the insecure environment (due drug cartels) has affected the work
23
ur
24 environment?
25
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26 2. Do you think that the insecure environment affects the fulfillment of your work?
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28
29
3. Due to the context of insecurity, have you ever felt at risk in the performance of your
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31 work?
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33
34
35
PART II: Impact of organized crime and violence
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37
38 1. Has violence taken place against the company, assets and/or its employees?
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40 2. In relation to the background of insecurity, do you consider that you have any type of
gin
41
42 obligation and/or responsibility towards the company?
43
44
3. Do you consider that the company has some type of obligation and/or responsibility
gM
45
46
47 towards you?
48
49
ar
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52
Considering the insecure environment (due drug cartels):
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54 1. What do you think are the main concerns of managers of the company? What do you
55
ts
56 think about these concerns?

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37
1
2
In t
3 2. Do you consider that the company's executives have information about it? Do they share
4
5
6 this information with you?
er
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8 3. Do you think the company demands more than you could give the company?
n
9
10
at
11
12
13
PART III: Actions and responses of the organization in the context of insecurity
ion
14
15 With respect to actions or policies.
16
17 1. Do you know about any type of specific policy, programs or actions that the
al
18
19
organization implements or has implemented?
20
Jo
21
22 2. In relation to the previous question:
23
ur
24 a. What is your opinion about the policy or actions?

25
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26 b. Do you trust this policy or specific action?

27
28
29 c. Have you contributed any ideas or participated in these decisions?
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31 d. Does your family know about any of these plans or programs?
32
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33 3. In general terms, how do you think the conflict between a lack of security and social
34
35
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36
problems has affected your life?
37
38 4. In general terms, how do you think this conflict has affected your coworkers?
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40
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42
Redesigned protocol in 2015
43
44
General information
gM
45
46
47 Organization:_________ Position in the organization:________________
48
49 Title:_______________ Name:_____________
ar
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52 Interview:
ke
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54 1. Please describe your daily routines while at work.
55
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59
38
1
2
In t
3 2. Could you elaborate on the implications of living and working in [Medellin or
4
5
6 Monterrey].
er
7
8 3. Could you please describe your daily routines to protect yourself and family members?
n
9
10 4. Could you describe the actions developed in your workplace to protect the organizations’
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11
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13
assets (including employees)?
ion
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15 a. What are your reactions to such actions.
16
17 5. Could you describe the actions developed by your immediate superior to protect you and
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18
19
your coworkers?
20
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21
22 a. What are your reactions to such actions?
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24
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29
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32
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38
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1
2
3 Table 1. Institutional pillars
Int
4
5
6 Institutional Definition Basic of Legitimacy
7 Pillar
ern
8
9 Coercive Describes how organizations Rules and Sanctions: Legally
10
11
uphold the expected behavior of the sanctioned (Scott, 2014).
12 society in which they function, and Example: Labor Law
ati
13 any deviations from the expected
14
15
behavior are legally sanctioned
o
16 (DiMaggio and Powell, 1983).
17
na
18 Normative Refers to the relationship between Prescriptions and obligations:
19 management policies and employee Morally governed (Scott, 2014).
20
l Jo
21 backgrounds in terms of formal Examples:
22 education, job experience, and
23 professional networks (Paauwe and ● Organizational codes of
24 conduct and norms.
25 Boselie, 2003).
ur
● International standards (e.g.,

26
27 International Organization
na
28 for Standardization (ISO))

29
30 Cultural– Shared beliefs, knowledge, Conceptual frames:
31
lo
32 cognitive behaviors and interpretative Comprehensive, recognizable,

33 processes among individuals that culturally supported (Scott,
34 constitute the nature of social 2014). Examples:
fE
35
36 reality and create the frames
through which meaning is made ● Morning greetings in
37
me
38 (Scott, 2014; Trevino et al., 2008) Colombia and Mexico:

39 handshake, cheek-kissing
40
● Avoid discussing politics
41
and religion at the same
rg
42
43 time in Mexico.
44
ing
45
46
47
48
49
Ma
50
51
52
53
54
rke
55
56
57
58
ts
59
60
1
In t e
2
rn
3 Table 2: Sample
4 Location of
a
Firm Number of Years of
5 Data Sources Semistructured Industry Market Certification
t
Acronym/Origin employees Operation
6 Interviews
io
7 1 Semistructured interview with HR Manager
Domestic &
8 ADI/Colombian 6 Semistructured interviews: HR Assistant, LM* Medellin Manufacturing 135 18 ISO 9001a
n
International
and 4 subordinates†
9
a
2 Semistructured interviews with CEO and Bureau Veritas-
10
l
member of the boar UNE-EN 13816 b
11 CTO/Colombian Medellin Transportation services Domestic 141 28
J
2 Semistructured interviews with supervisors
12
o
3 Semistructured interviews: 3 subordinates ISO 9001a
13 1 Semistructured interview with HR Manager
u
14 MEA/Colombian 5 Semistructured interviews: LM and 4 Medellin Food services Domestic 191 47 ISO 14001c
rn
15 subordinates
16 SCH/Subsidiary of a Swiss
2 Semistructured interview with HR Manager
a
17 5 Semistructured interviews: LM and 4 Medellin Manufacturing Domestic 660 44 ISO 14001c
MNC
lo
subordinates
18
ISO 9001a
19 FMA/Subsidiary of a 2 Semistructured interviews: HR Manager and
Medellin Manufacturing Domestic 550 26 ISO 22000d
f
20 Mexican MNC Security Manager
21
E
1 Semistructured interview with HR Manager Personnel outsourcing,
22
m
MTA/Mexican 7 Semistructured interviews: LM and 6 Monterrey security and asset Domestic 800 36 ISO 9001a
23 subordinates protection services
24
e
International:
6 Semistructured interviews: LM-1 and 2
25 XIU/Mexican Monterrey Manufacturing subsidiaries in 3 1,804 63 ISO 14001b
r
subordinates, LM-2 and 2 subordinates
countries
g
26
1 Semistructured interview with HR Manager International:
27
i
NMK/Subsidiary of a USA
6 Semistructured interviews: LM-1 and 1 Monterrey Manufacturing subsidiaries in 16 7,880 40 ISO 9001a
n
28 MNC
subordinate, LM-2 and 3 subordinates countries
g
29 Organization
30 Regional: 176 in
1 Semistructured interview with HR Manager sector:
M
Education—Training subsidiaries in 3 Monterrey,
31 EGS/Mexican 7 Semistructured interviews: LM-1 and 2 Monterrey 76 AACSBe
Services Latin American 12,000
32 subordinates, LM-2 and 3 subordinates AMBAf
a
countries companywide
33 EQUISg
r
34 Manufacturing and
k
industrial services for
35
e
4 Semistructured interviews: LM and 3
EDE/Mexican Monterrey the management of Domestic 400 29 ISO 9001a
36 subordinates
t
hazardous and non-
37
s
hazardous waste
38
39
40
41
42
44
45
46
47
48
1
In t e
2
rn
3 * LM—line manager. †Employees subordinate to the line manager.
4 a ISO 9001 is a set of standards on quality and quality management, established by the International Organization for Standardization. They can be applied in any type of organization or activity oriented to the
a
5 production of goods or services.
t
6 b The UNE-EN 13816 Standard is aimed at road passenger transport operators regardless of their modality and allows determining the conditions under which this service is provided from the traveler's perspective.
io
7 c The ISO 14000 series of standards is a set of standards that covers aspects of the environment, products and organizations, highlighting ISO 14001, is an international environmental management standard
8
n
d ISO 22000 sets out the requirements for a food safety management system. ISO 22000 maps out what an organization needs to do to demonstrate its ability to control food safety hazards in order to ensure that food is
9 safe.
a
10 e The Association to Advance Collegiate Schools of Business, also known as AACSB International, is an American professional organization.
l
11 f The Association of MBAs is a global organization which focuses primarily on international business school accreditation and membership AMBA
J
12
o
g EQUIS, is the most comprehensive institutional accreditation system for business and management school.
13
u
14
r
15
n
16
a
17
l
18
o
19
f
20
21
E
22
m
23
24
e
25
r gi
26
27
n
28
g
29
30
M
31
32
a
33
r
34
k
35
e
36
t
37
s
38
39
40
41
42
44
45
46
47
48
1
2
3 Table 3. Initial fieldwork codes developed in 2014
Int
4
5
6 Country/ Position HR Professional LM Subordinate
7
ern
8
9 Colombia “[Uncomfortable] “Psychological “It [violence and
10 talking about crime impacts.” crime] is part of our
11 and violence.” life.”
12
ati
13
14 Mexico “Distrust”; “our “Our subordinates are Talk about violence
15
employees are afraid” and “in and crime in the third
o
16
17
worried and shock.” person.
na
18 distracted.”
19
20
l Jo
21
22
23
24
25
ur
26
27
na
28
29
30
31
lo
32
33
34
fE
35
36
37
me
38
39
40
41
rg
42
43
44
ing
45
46
47
48
49
Ma
50
51
52
53
54
rke
55
56
57
58
ts
59
60
1
2
3 Table 4. Findings
Int
4
5
6 Ambidexterity responses to the conflicting institutionalism context
7
● There are laws and regulations in Colombia and Mexico to protect and
ern
8
9 guarantee basic principles of human rights, i.e., liberty, peace, and physical
Conflicting security, in addition to labor laws.
10
Coercive Pillar ● The institutional context found in Colombia and Mexico suggests that
11
12 governments fail to provide personal security to civil society and enforce
ati
13 the rule of law.
14
15 Ambidexterity Responses
o
16
Exploitation Strategies Exploration Strategies
17
na
18
● ORG†: Investment in GPS* for the ● ORG: Changing the logistics
19
company’s transportation fleet of the firm’s fleet regarding the
20
delivery products and services;
l Jo
21 ● ORG: Installation of video
22 surveillance systems no firm logo
23 ● ORG: Private transportation for ● ORG: Blocking phone calls
24 employees from unknown numbers
25
ur
● ORG: Private security guards ● ORG: Locking the firm’s front

26 door
27 Managing
● ORG: Requesting
na
28 conflicting
identification to enter the firm
29 normative
30 demands at ● HRM‡: Re-designing
31 organizational
lo
interview protocol
32 and HRM
33 ● HRM: Conducting in-depth
levels–
34 research on candidates’
Normative
fE
35 background information
Pillar
36 ● HRM: Hiring according to
37 employees’ home address
me
38 ● HRM: Self-defense and

39 precaution training programs
40 ● HRM: Crisis counseling
41 assistance
rg
42 ● HRM: Integration and social

43 interaction training programs
44
Managing ● LM§: Schedules adapted according to ● LM: Avoiding sharing
ing
45
conflicting external risk factors common knowledge on
46
47
cultural- ● LM: Illegal payments to crime security risk
48 cognitive organizations ● LM: Transportation to
49 demands– dangerous areas
Cognitive Pillar ● LM: Home visits
Ma
50
51
*GPS—Global positioning systems. †ORG—Organizational. ‡HRM—Human resource
52
management. §LM—Line manager.
53
54
rke
55
56
57
58
ts
59
60

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International Journal of Emerging Markets

Journal: International Journal of Emerging Markets

new institutionalism, ambidexterity, line manager, Colombia, Mexico,

24 American countries considered emerging or “transition” economies (OECD, 2019) have

26 resulted in more than 200,000 violent deaths (Reeve, 2019).

24 (Michailova, 2011) to respond to the conflicting needs of subordinates in the narcoterrorism

26 often negative.” In contrast, exploitation is the “refinement and extension of existing

26 This research combines semistructured interviews, observations, and analyses of firms’

24 [Table 3 near here]

26 and occupational health. (Security Manager, Colombia, firm FMA)

24 can be classified as organizational exploration strategies in the given context.

33 practices: Non-monetary compensation, such as private transportation for employees to

24 supporting exploitative–explorative HRM practices, whereas European-based firms do not

26 traveled together by taxi. In the firm, a LM explained this observation as follows:

26 firm. A subordinate in Mexico explained the following:

24 a challenge for expatriates working in Colombia and Mexico. As a LM explained,

33 did it occur to you to take [an expatriate] to Robledo [considered by employees to be a

26 taken-for-granted actions of subordinates, such as “sharing taxis”, are in fact cultural–cognitive

26 the local institutional context.

33 This study is based on fieldwork performed at MNEs and multilatinas operating in

26 health and safety and LMs.

24 countries: an empirical analysis in Afghanistan, India, Pakistan, and Saudi Arabia",

26 Journal of International Management, Vol. 21 No. 1, pp. 63-77.

33 Deephouse, D.L. (1996), "Does isomorphism legitimate?", The Academy of Management

24 [Enough Already! Colombia: Memories of War and Dignity], Imprenta Nacional,

33 Resource Management, pp. 1-26. doi:10.1080/09585192.2017.1298651

24 Nacional de Estadística y Geografía, Mexico.

33 Kostova, T. and Roth, K. (2002), "Adoption of an organizational practice by subsidiaries of

24 Vol. 49 No. 2, pp. 180-191.

24 Raisch, S. and Birkinshaw, J. (2008), "Organizational ambidexterity: antecedents, outcomes, and

26 moderators", Journal of Management, Vol. 34 No. 3, pp. 375-409.

33 semi-formal illegitimate institutional arrangements", Journal of Business Venturing, Vol.

56 think about these concerns?

24 a. What is your opinion about the policy or actions?

26 b. Do you trust this policy or specific action?

● International standards (e.g.,

28 for Standardization (ISO))

32 cognitive behaviors and interpretative Comprehensive, recognizable,

38 (Scott, 2014; Trevino et al., 2008) Colombia and Mexico:

● ORG: Private security guards ● ORG: Locking the firm’s front

38 ● HRM: Self-defense and

42 ● HRM: Integration and social

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