부산대학교 도서관

Prior research has recommended that organizations should strive for a leading market pay standing, but has not specified the scope of the market. To address this gap, we examine the effects of local and global pay standing. The former refers to the organization's standing in the local talent market, while the latter reflects its standing across all local talent markets. Our findings show that a high local pay standing is sufficient for smaller local markets, but the effect is moderated by the strategic value of human capital. Our study contributes to understanding how organizations can optimize their pay level strategies. [ABSTRACT FROM AUTHOR]