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Dissertation/Thesis Abstract

Perceived Effects of Power Distance on Organizational Change in a Multicultural Organization
by Nkando, Magdaline, Ph.D., Walden University, 2021, 216; 28314956
Abstract (Summary)

Organizational change researchers have reported an accelerated rate of change in modern organizations, with as many as 70% of them reportedly failing to deliver expected results. Change management scholars and practitioners have yet to reach consensus on the main contributors to this high rate of failure, despite having evaluated a variety of organizational change success factors. The purpose of this qualitative single case study of a multinational financial organization was to explore the concept of power distance with an aim to increase understanding and general awareness of its perceived effects on the process of an organizational change in a global and multicultural environment. The conceptual framework was based on Hofstedeā€™s model of cultural dimensions that differentiates cross-border business in terms of cultural differences. Of the six cultural dimensions, this study focused on the power distance dimension. Data were collected from in-depth telephone interviews with 10 key informants from a multinational financial organization. A six-phase elaborate thematic data analysis was conducted, including: (i) familiarization with data, (ii) descriptive coding, (iii) themes identification, (iv) themes review, (v) themes labelling, and (vi) producing the report. The findings revealed that the cultural aspect of power distance has an impact on the various elements of cross-border organizational change, such as utilization of hierarchy, relationships and interactions, power balance, organizational structure, and change communication. This study will potentially contribute to positive social change by promoting a value-for-money change process in intercountry multicultural organizations through design and implementation of sustainable change programs supported by increased understanding of the power distance aspect of the change process.

Indexing (document details)
Advisor: Levitt, Kenneth, Hoon, Stephanie
Commitee: Levasseur, Robert
School: Walden University
Department: Management
School Location: United States -- Minnesota
Source: DAI-A 82/7(E), Dissertation Abstracts International
Source Type: DISSERTATION
Subjects: Management
Keywords: Cultural diversity, Geographical diversity, International organization, Organizational change, Organizational development, Power distance
Publication Number: 28314956
ISBN: 9798569907830
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