It is difficult for leaders to expand an organization from a base culture into a new cultural environment and maintain a comparable level of institutional effectiveness. The cultural challenges involved in establishing a branch of an established organization in a new culture can result in the branch experiencing a lower level of institutional effectiveness vis-à-vis the base culture. Fortunately, some cross-cultural organizations have enjoyed success by allowing local workers to contribute through meaningful collaboration. However, the perceptions of the contributions that local workers make to the cross-cultural work of an educational foreign-based evangelical non-profit organization (EFENPO) have not been explored and described.
The purpose of this grounded theory study was to discover and describe the perceptions of the nature and significance of contributions made by the local workers and corporate leadership of an EFENPO. The research was done in Micronesia with Pacific Islands University (PIU).
The research indicated that, in general, the corporate leadership did not view the local workers as significant contributing partners. This perception was caused by the relative passivity of the corporate leadership and the utilization of an American-oriented educational model.
The research also revealed that most local workers did not view themselves as significant contributing partners to PIU. This was caused by a combination of the university’s organizational structure and the culture of the indigenous local workers.
Two overarching factors that hampered the work of both the corporate leadership and local workers were financial limitations and an unclear cultural focus.
|Commitee:||Johnson, Rex E., McMahan, Alan|
|Department:||Cook School of Intercultural Studies|
|School Location:||United States -- California|
|Source:||DAI-A 74/08(E), Dissertation Abstracts International|
|Keywords:||Collaboration, Culture, Education, Evangelical, Followership, Leadership, Micronesia, Nonprofit|
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