Date of Conferral





Public Policy and Administration


Michael Knight


Understanding the effects of national culture differences on cooperation and performance is a problem facing the United States and South Korean Air Component Command Headquarters. Little is known about the dynamics of national cultural differences within the headquarters, and as a result, little attention is given to educating members on how to manage multicultural relationships. Guided by Hofstede's cultural dimension theory and Schein's model of organizational culture, the purpose of this quantitative quasi-experimental study was to understand the factors influencing national cultural differences among the United States and South Korean staff officers (N =178) assigned to the Air Component Command Headquarters, Republic of South Korea. Primary data were collected using the 2013 Values Survey Module. The following 6 dependent variables were examined: power distance, individualism, indulgence, masculinity, uncertainty avoidance, and long-term orientation. These data were analyzed via bivariate correlation, independent-sample t tests, and one-way analysis of variance. Analysis of variance and t-test findings indicated that an increase in cross-cultural experience (military exchanges, foreign language proficiency, and years lived abroad) influenced national cultural scores. Additionally, to a moderate extent, bivariate correlation analysis showed that national cultures could also be affected (positively and negatively) by differences in participant education levels, military seniority and time served, years lived abroad, military exchanges, and foreign language experience. Implications for positive social change include increasing national cultural awareness among Air Component Command members as a method for improving collaboration and military readiness.