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company also provides Korean business culture and language classes for its American employees. The classes are not mandatory. Languages are better learned when practiced more often and NHN USA can provide that environment for the employees. By taking classes, employees can learn the language, but really practice it in the office by talking to other employees. This can be especially effective in smaller group environments since employees will know who is in their class. As Calvin Yang said, “our organization is small enough that sharing of information is not (and should not be) a big issue.” Furthermore, as many cultural texts point out language as the biggest challenge in intercultural communications, providing classes would be a great way to reduce the gap between the two cultural groups in the company.
Although, Yang did not point it out during the interview, NHN USA can expect increasing number of cultural translators as the classes will teach employees opposite cultures including language.
Lack of initiatives that crosses the Pacific
Although the company has created an intimate and family-like culture at the US office, workers here still need to communicate with its headquarters in Korea. However, the company seems to lack such programs. An ex-employee of the company expressed her irritation with the lack of communication between the two offices. The rule of thumb in the industry is that Asian free-to-play games that are serviced in the US are generally a couple of months behind the Asian counterpart. This means that the US version receives patches after they are
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 39 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 34 company also provides Korean business culture and language classes for its American employees. The classes are not mandatory. Languages are better learned when practiced more often and NHN USA can provide that environment for the employees. By taking classes, employees can learn the language, but really practice it in the office by talking to other employees. This can be especially effective in smaller group environments since employees will know who is in their class. As Calvin Yang said, “our organization is small enough that sharing of information is not (and should not be) a big issue.” Furthermore, as many cultural texts point out language as the biggest challenge in intercultural communications, providing classes would be a great way to reduce the gap between the two cultural groups in the company. Although, Yang did not point it out during the interview, NHN USA can expect increasing number of cultural translators as the classes will teach employees opposite cultures including language. Lack of initiatives that crosses the Pacific Although the company has created an intimate and family-like culture at the US office, workers here still need to communicate with its headquarters in Korea. However, the company seems to lack such programs. An ex-employee of the company expressed her irritation with the lack of communication between the two offices. The rule of thumb in the industry is that Asian free-to-play games that are serviced in the US are generally a couple of months behind the Asian counterpart. This means that the US version receives patches after they are |
