International organizations and multicultural workforces: an examination of organizational culture and group muting

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dc.contributor Thompson, Frank M.
dc.contributor Black, Jason Edward
dc.contributor Campbell, Kim Sydow
dc.contributor Meares, Mary M.
dc.contributor.advisor Harris, Thomas E.
dc.contributor.author Hataway, Clifford Jackson
dc.date.accessioned 2017-02-28T22:28:01Z
dc.date.available 2017-02-28T22:28:01Z
dc.date.issued 2010
dc.identifier.other u0015_0000001_0000305
dc.identifier.other Hataway_alatus_0004D_10295
dc.identifier.uri https://ir.ua.edu/handle/123456789/811
dc.description Electronic Thesis or Dissertation
dc.description.abstract Contemporary organizations have become composite structures of any number of nationalities and cultures. The forces of globalization have forced organizations to begin internationalizing by establishing production sites in other countries. This trend became increasingly common as the twentieth-century progressed and technological resources improved (Robertson & White, 2008). Current scholarship on the issues faced by international organizations has left a number of potentially important variables unexamined, such as the number of members of a cultural group versus their structural position within the organization. It has also raised an equally significant number of questions that must be answered, such as how organizational cultures are affected by internal cultural tensions and potential group muting. This research aimed to uncover the tensions present at the site of an international organization and the resulting organizational culture that developed from those tensions. Interview data was collected from a Japanese international organization comprised of a wide variety of national cultures. That data was qualitatively analyzed using thematic analysis and the constant comparative method. Muted group theory was used to analyze the negotiation of cultural voice within the organization through the identification of resistance strategies. Organizational culture theory was utilized to uncover the elements of the organization that contributed to its discursive environment. Findings revealed that members of the Japanese national culture along with native English speakers expressed the most muting, but the organizational culture encouraged cultural expression, alleviating internal tension.
dc.format.extent 201 p.
dc.format.medium electronic
dc.format.mimetype application/pdf
dc.language English
dc.language.iso en_US
dc.publisher University of Alabama Libraries
dc.relation.ispartof The University of Alabama Electronic Theses and Dissertations
dc.relation.ispartof The University of Alabama Libraries Digital Collections
dc.relation.hasversion born digital
dc.rights All rights reserved by the author unless otherwise indicated.
dc.subject.other Communication
dc.subject.other Organization Theory
dc.title International organizations and multicultural workforces: an examination of organizational culture and group muting
dc.type thesis
dc.type text
etdms.degree.department University of Alabama. College of Communication and Information Sciences
etdms.degree.discipline Communication & Information Sciences
etdms.degree.grantor The University of Alabama
etdms.degree.level doctoral
etdms.degree.name Ph.D.


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