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The impact of national culture on the organizational culture: Multinational companies doing businesses in developing countries
University of Gävle, Faculty of Education and Business Studies, Department of Business and Economic Studies.
2017 (English)Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Abstract

Title: The impact of national culture on the organizational culture: Multinational companies doing businesses in developing countries

Level: Final assignment for Master Degree in Business Administration (MBA)

Author: Md. Mahbub Alam

Supervisor: Dr. Ehsanul Huda Chowdhury

Examiner: Dr. Maria Fregidou-Malama

Day: 2017- May

Aim: The aim of the study is to understand how national culture of Bangladesh is affecting the organizational culture of the multinational firms operating in Bangladesh. To understand the issue, Hofstede’s Cultural Dimensions are regarded as benchmark for analysis.

Method: Qualitative study has been conducted whereby both primary and secondary data are used. Hereby, primary data have been gathered from ten employees of Grameen Phone a multinational working in Bangladesh. To collect data, face to face interviews has been conducted using Skype.

Results & Conclusions:  Finding of the study is the MNCs integration with national culture with the view to sustainable business operation. It has been demonstrated that national culture affects the organizational culture in the form of employee participation, collective working environment, collaborative work efforts, and knowledge sharing through continuous communication.

Suggestions for future research: Further investigations on national culture’s impact on organizational culture can be undertaken by making a comparison between MNC and a purely local firm. Additionally, an analysis on a large number of MNCs operating in host country can add value for further researches.

Contribution of the thesis: To the theoretical model, this study makes contribution on the ground of understanding how MNC adapt their business with local culture where cultural sensitiveness is high.

Managerial implications: MNCs can ensure collaboration, support, and teamwork among employees as part of their attempt to integrate with local culture. This study reveals that local employees can be used as means of cultural carriers by managers which can promptly address the cultural differences to be mitigated.

Keywords: Multi-national Corporations (MNCs), National Culture, Organizational Culture, Uncertainty Avoidance, Individualism vs. Collectivism, Power Distance

 

Place, publisher, year, edition, pages
2017. , 49 p.
Keyword [en]
Multi-national Corporations (MNCs), National Culture, Organizational Culture, Uncertainty Avoidance, Individualism vs. Collectivism, Power Distance
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hig:diva-24731OAI: oai:DiVA.org:hig-24731DiVA: diva2:1127462
External cooperation
Grameen Phone Ltd.
Subject / course
Business administration
Educational program
Business administration – master’s programme (one year)
Supervisors
Examiners
Available from: 2017-09-12 Created: 2017-07-15 Last updated: 2017-09-12Bibliographically approved

Open Access in DiVA

Final Thesis Alam Md Mahbub(1461 kB)5 downloads
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File name FULLTEXT01.pdfFile size 1461 kBChecksum SHA-512
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Type fulltextMimetype application/pdf

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CiteExportLink to record
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Citation style
  • apa
  • harvard-cite-them-right
  • ieee
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Language
  • sv-SE
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  • Other locale
More languages
Output format
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