In the early 21st century of global, technological, and highly competitive national economies, foreign ownership of United States companies is more prevalent than ever. Over fifty years of cultural business studies reflect that learning from other cultures is one of the most effective ways of getting new ideas for management, organization, politics, technological innovation, and economic growth; however due to cultural misconceptions and missed cues multi-national corporate understandings and collegiality seldom occur. What are the cultural disconnects between affiliated companies of different countries that cause these often inexplicable and frustrating conflicts and contradictions within the workplace? This study focuses on the national cultural influence an international French parent company effects upon the organizational culture of its American subsidiary corporation. Unique to this culture-driven research is a qualitative approach to inquiry utilizing the interpretive ethnomethodology of agile ethnography (Skovira, 2012), a conceptualized theory of an interactive form of participant observation implemented and bounded within the workplace.
|Advisor:||Skovira, Robert J.|
|Commitee:||Kohun, Frederick, Wood, David|
|School:||Robert Morris University|
|Department:||Information Systems and Communications|
|School Location:||United States -- Pennsylvania|
|Source:||DAI-A 73/08(E), Dissertation Abstracts International|
|Subjects:||Cultural anthropology, Sociology, Information science|
|Keywords:||Culture, Culture shock, Ethnography, National culture, Occupational culture, Organizational culture|
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