The author would like to thank the employees from eight anonymous firms in the Chicago area who participated in this study. This article is based on her dissertation completed in the Department of Speech-Communication at the University of Minnesota under the direction of Marshall Scott Poole. A version of this article was presented at the annual convention of the International Communication Association, May 1996, Chicago.
Cultural Transmission in International Organizations Impact of Interpersonal Communication Patterns in Intergroup Contexts
Version of Record online: 17 MAR 2006
Human Communication Research
Volume 24, Issue 1, pages 147–180, September 1997
How to Cite
SUZUKI, S. (1997), Cultural Transmission in International Organizations Impact of Interpersonal Communication Patterns in Intergroup Contexts. Human Communication Research, 24: 147–180. doi: 10.1111/j.1468-2958.1997.tb00590.x
- Issue online: 17 MAR 2006
- Version of Record online: 17 MAR 2006
This study examined how organizational cultures are transmitted and maintained through interactions among organizational members across intergroup boundaries. The major hypothesis of interest was that the total number of individuals' out-group communication network links predicts the degree of individual-out-group transmission of work-related values and beliefs. The research design involved a survey of workers in international organizations with bicultural workforces (U.S. and Japanese). A total of 118 responses were submitted to a series of multiple regression analyses. The results provided evidence to support the relationship between communication and cultural transmission. Theoretically, it addressed two issues that have not been dealt with in social influence theories. First, it identified different types of social influence: agreement, accuracy, and congruency derived from the coorientation model. Second, it identified specific conditions under which social influence takes place by examining relational proximity in three different types of networks.