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So, each employee would have influence in shaping unique corporate culture. Geert Hofstede defines corporate culture or organizational culture as he likes to call it, as “the collective programming of the mind that distinguishes the members of one organization from another (Hofstede, Hofstede, & Minkov, Cultures and Organizations, 2010).” Due to such uniqueness or differences among corporate cultures, employees can also experience culture shock. The experience can be applied to Lysgaard‟s U-shaped curve by substituting the host culture with corporate culture to plot out the emotional change of a person when joining a new company. He/she might start his/her first day with great expectations. Yet, the corporate culture could be too different from his/her expectations, thus causing the employee to enter the culture shock stage. As time passes by, he/she recovers and eventually adjusts to new workplace. The knowledge that allows the employee to navigate the initial emotional rollercoaster can be exacerbated or enhanced by large consumption of different types of media depicting the culture or familiarity with the culture as the subject might have lived or experienced similar culture before. For example, corporate cultures of two gaming companies based in San Francisco might be very similar to each other. Thus, a person who has worked at one of the two might not experience severe culture shock when joining the other company. However, if another employee comes from different country from different industry to work at one of the companies, then he/she might experience severe culture shock. Moreover,
Object Description
| Title | Intercultural internal communication: Engaging with multinational employees |
| Author | Lim, Chan S. |
| Author email | clim0927@gmail.com; chansoo_83@hotmail.com |
| Degree | Master of Arts |
| Document type | Thesis |
| Degree program | Public Relations |
| School | Annenberg School for Communication |
| Date defended/completed | 2011-04-01 |
| Date submitted | 2011 |
| Restricted until | Unrestricted |
| Date published | 2011-05-05 |
| Advisor (committee chair) | Floto, Jennifer D. |
| Advisor (committee member) |
Thorson, Kjerstin Pierson, Jillian |
| Abstract | Internal communication has evolved over the years from simple one-way communication to multi-directional communication; sources have gone online and it is now easy for employees to talk to one another with help of social media. People are relying on each other to provide and receive information which has eliminated sole information broadcasting. Now, communicators have more platforms and tools to explore in communicating with employees and having them communicate among themselves. Additionally, internal communication becomes more complicated once an employer goes multinational, bringing in different cultural traits. Language and cultural barriers start to form providing obstacles in communicating with each other. So, the role of what the author deems “cultural translators” becomes important. To support this notion, the paper also reviews three multinational companies, NHN USA, PEAK Sports USA and Novartis Oncology. |
| Keyword | intercultural communication; Internal communication; public relations |
| Geographic subject (country) | USA |
| Coverage date | 1995/2010 |
| Language | English |
| Part of collection | University of Southern California dissertations and theses |
| Publisher (of the original version) | University of Southern California |
| Place of publication (of the original version) | Los Angeles, California |
| Publisher (of the digital version) | University of Southern California. Libraries |
| Provenance | Electronically uploaded by the author |
| Type | texts |
| Legacy record ID | usctheses-m3876 |
| Contributing entity | University of Southern California |
| Rights | Lim, Chan S. |
| Repository name | Libraries, University of Southern California |
| Repository address | Los Angeles, California |
| Repository email | cisadmin@lib.usc.edu |
| Filename | etd-Lim-4478 |
| Archival file | uscthesesreloadpub_Volume26/etd-Lim-4478.pdf |
Description
| Title | Page 25 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 20 So, each employee would have influence in shaping unique corporate culture. Geert Hofstede defines corporate culture or organizational culture as he likes to call it, as “the collective programming of the mind that distinguishes the members of one organization from another (Hofstede, Hofstede, & Minkov, Cultures and Organizations, 2010).” Due to such uniqueness or differences among corporate cultures, employees can also experience culture shock. The experience can be applied to Lysgaard‟s U-shaped curve by substituting the host culture with corporate culture to plot out the emotional change of a person when joining a new company. He/she might start his/her first day with great expectations. Yet, the corporate culture could be too different from his/her expectations, thus causing the employee to enter the culture shock stage. As time passes by, he/she recovers and eventually adjusts to new workplace. The knowledge that allows the employee to navigate the initial emotional rollercoaster can be exacerbated or enhanced by large consumption of different types of media depicting the culture or familiarity with the culture as the subject might have lived or experienced similar culture before. For example, corporate cultures of two gaming companies based in San Francisco might be very similar to each other. Thus, a person who has worked at one of the two might not experience severe culture shock when joining the other company. However, if another employee comes from different country from different industry to work at one of the companies, then he/she might experience severe culture shock. Moreover, |
