Page 40 |
Save page Remove page | Previous | 40 of 71 | Next |
|
small (250x250 max)
medium (500x500 max)
Large (1000x1000 max)
Extra Large
large ( > 500x500)
Full Resolution
All (PDF)
|
This page
All
|
35
implemented in the Korean version. Thus, knowing what the headquarters is working on provides a lot of information in terms of the direction of the games being developed and serviced. By eliminating such communication channels, US employees can feel left out, which can be detrimental to the company.
Currently, only upper management directly talks to each other across the Pacific. According to the ex-employee, she could only talk to her immediate supervisor and if she tried to talk to someone higher, it would be considered “rude.” Such incidents can be interpreted with Hofstede‟s cultural dimensions. The company is headquartered in South Korea and has numerous Korean workers that came from the headquarters. PDI measures how widely unequal power distribution in a society is accepted. The cultural dimensions indicate that South Korea has Power Distance Index of 60 while the United States has 40. Thus, South Koreans are more amenable to their bosses having more power and influence on the Americans. In the case of the interviewed junior level ex-employee, the incident would be more acceptable in South Korea than in the US as more people are accustomed to such incidents.
In addition, this incident can be a representation of the corporate culture of NHN. As mentioned, the corporate culture has strong Korean traits, and even some of American employees‟ frustration is a part of the corporate culture. This supports the double u-curve model that was observed in the movie, Gung Ho. After certain period of time, the corporate culture settled in with a mixture of American and Korean cultures, giving birth to a unique corporate culture.
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 40 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 35 implemented in the Korean version. Thus, knowing what the headquarters is working on provides a lot of information in terms of the direction of the games being developed and serviced. By eliminating such communication channels, US employees can feel left out, which can be detrimental to the company. Currently, only upper management directly talks to each other across the Pacific. According to the ex-employee, she could only talk to her immediate supervisor and if she tried to talk to someone higher, it would be considered “rude.” Such incidents can be interpreted with Hofstede‟s cultural dimensions. The company is headquartered in South Korea and has numerous Korean workers that came from the headquarters. PDI measures how widely unequal power distribution in a society is accepted. The cultural dimensions indicate that South Korea has Power Distance Index of 60 while the United States has 40. Thus, South Koreans are more amenable to their bosses having more power and influence on the Americans. In the case of the interviewed junior level ex-employee, the incident would be more acceptable in South Korea than in the US as more people are accustomed to such incidents. In addition, this incident can be a representation of the corporate culture of NHN. As mentioned, the corporate culture has strong Korean traits, and even some of American employees‟ frustration is a part of the corporate culture. This supports the double u-curve model that was observed in the movie, Gung Ho. After certain period of time, the corporate culture settled in with a mixture of American and Korean cultures, giving birth to a unique corporate culture. |
