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32
Furthermore, the divide creates another problem in language. A lot of day-to-day conversation in the office happens in both languages. Yet, since not everyone in the office knows both languages, some people will feel left out from time to time. For example, if two Korean employees start talking in Korean during a meeting with both Korean and English speaking employees, some English-speaking employees will feel left out or even offended.
The Pacific Divide – The divide between Koreans and local hires is concern of only NHN USA. However, when the whole corporation is considered, the divide gets bigger. NHN Corporation is headquartered in Korea, which means that considering regular business hours from 9 a.m. to 6 p.m., there is only three hours, from 4 p.m. to 6 p.m. PST every day that both NHN USA and NHN Corporation is up and running. Realistically, since employees would need an hour or so at the beginning of the day to settle and get ready, there are only two hours a day for both offices to actually communicate with each other in real-time.
Opportunities
A growing industry – The ultimate goal of internal communication is employee engagement. One of the numerous sources of employee engagement is trend setting. For example, the gaming industry has been growing for the last couple of years. The Audit Bureau of Circulations recently released data that Game Informer magazine is the fifth most-circulated print magazine in the US with over 5 million copies annually (Orland, 2011). Also, according to NHN‟s 2010 4th quarter earnings report, profit from overseas operation, including the US, Japan
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 37 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 32 Furthermore, the divide creates another problem in language. A lot of day-to-day conversation in the office happens in both languages. Yet, since not everyone in the office knows both languages, some people will feel left out from time to time. For example, if two Korean employees start talking in Korean during a meeting with both Korean and English speaking employees, some English-speaking employees will feel left out or even offended. The Pacific Divide – The divide between Koreans and local hires is concern of only NHN USA. However, when the whole corporation is considered, the divide gets bigger. NHN Corporation is headquartered in Korea, which means that considering regular business hours from 9 a.m. to 6 p.m., there is only three hours, from 4 p.m. to 6 p.m. PST every day that both NHN USA and NHN Corporation is up and running. Realistically, since employees would need an hour or so at the beginning of the day to settle and get ready, there are only two hours a day for both offices to actually communicate with each other in real-time. Opportunities A growing industry – The ultimate goal of internal communication is employee engagement. One of the numerous sources of employee engagement is trend setting. For example, the gaming industry has been growing for the last couple of years. The Audit Bureau of Circulations recently released data that Game Informer magazine is the fifth most-circulated print magazine in the US with over 5 million copies annually (Orland, 2011). Also, according to NHN‟s 2010 4th quarter earnings report, profit from overseas operation, including the US, Japan |
