Date of Conferral

8-6-2026

Date of Award

August 2026

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Warren Lesser

Abstract

Inefficient communication and insufficient collaboration in multicultural organizations can result in suboptimal team performance and stifle employee creativity. Manufacturing firm leaders who struggle with communication issues are concerned about deterioration in team cohesion, worker productivity, and information flow. Grounded in the theory of planned behavior, this qualitative, pragmatic inquiry research project explored strategies that leaders of international manufacturing firms use to bridge cultural differences and improve communication among international team members to enhance team performance. The participants were six leaders from manufacturing firms in the southwestern United States with international manufacturing agreements who demonstrated measurable success in improving communication among international team members. Data were collected through semistructured interviews and publicly available documents. Using Braun and Clark’s thematic analysis model, four themes were identified: (a) cultural intelligence, (b) structured communication protocols, (c) trust and psychological safety, and (d) inclusive team climate. A key recommendation is that leaders of manufacturing firms should invest in employee training to foster an inclusive, psychologically safe work environment. The implications for positive social change include the potential to enhance equity, understanding, collaboration, and resultant dignity among international team members and associated community citizens.

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