Date of Conferral
Doctor of Business Administration (D.B.A.)
Matthew P. Knight
Organizational culture is a significant driver of success for firms, especially for those considering expansion to foreign countries. The purpose of this single case study was to explore effective cultural-oriented strategies that senior business leaders use to align the organization's culture with foreign countries' cultures to improve organizational performance in foreign countries. The target population was 8 current and former senior managers of a firm operating in 16 countries. Data were collected via a mix of videoconference and face-to-face interviews and the firm's archival documents, the financial statements, the HR policy, and the internal control policy. The conceptual framework that grounded this study was Perlmutter and Hofstede's theory of cultural dimensions, including the ethnocentric, polycentric, and geocentric model. Data analysis was conducted using Yin's 5-step model, and 5 themes emerged from the data: general characteristics of the chosen organization culture, communication, adjustment to foreign environments, organizational and national cultures, and issues with employees. The implications for positive social change include the potential to enhance a firm's social responsibility and social acceptance in international markets for the benefit of the firm, its employees, and the local societies.