Researching the influence of national culture on the interpretation of employee corporate messages Paradigmatic traps

1. Researching the influence of national culture on the interpretation of employee corporate messages Paradigmatic traps and methodological challenges Domna Lazidou Cranfield School of Management

2. A research journey

3. Research issue/territory Increasing importance of employee communication in management employee corporate messages as a strategy for influence/control (Deetz et al 2000) Organisational practice largely assumes universality one message, one language, one meaning (Varner and Beamer 1995) Yet Meaning is not transferable, it is in the user and the user's context (Fiske 1991) The way we construct and understand messages is culturally contingent (Hofstede 1991, Gudykunst et al 1996, Wierzibsca 2003) Particular cultural dimensions are linked to particular communication characteristics, such as directness and explicitness (Hall and Hall 1990, Guirdham 1999) Research in corporate communication 'genres' remains inconclusive differences exist, but cannot always be explained in terms of known cultural dimensions (Lin 1993, Graves 1997, Beamer 2003) lack of research on interpretation / employee messages (Brownell 1999) lack of European comparative research (Verluyten 1997, Yli-Yokipii 1998)

4. Research Strategy and Methodology How does national culture influence the interpretation of universal employee corporate messages? Strategy: Comparative case studies Exploratory question Aim to develop theory Need to study phenomenon in real setting Need to include/understand context Compare across different contexts Methodology Meaning generation and comparison Focus on specific messages � 'texts' Semi-structured interviews to generate individual managers' meanings Interviewees: small group of middle managers in three different countries Comparisons within and across groups and across case studies

5. Pilot study International telecomms company post reorganisation UK-centric management vs 'global company' rhetoric UK HQ, French and German subsidiaries 4-6 managers in each country 'Values' and 'results' message texts Data analysed with NVivo

6. Findings Some national patterns Actual vs aspirational (Germans vs French and Brits) Literal readings vs implicit readings Specific vs generic (German vs French) More information needed vs information is enough Possible link to high-low context orientation (Hall 1976, Hall and Hall 1990) But Other patterns transcend national boundaries Individuals capable of multiple and contradictory interpretations Meaning is not 'fixed' meaning develops with the discourse appears to be discourse sensitive

7. Examples � national differences 1. �For me 'we do what we say we will' is simply not true. Because there is a lot of initiatives [...] where it hasn't been done what was said� German manager 2. �For us it is still too early to say that we are delivering value...I would be a little bit critical....it is correct about the transformation of the business, but that we are already delivering value. I would put it as we will be delivering value� German manager vs 3. �I Know as openness goes you want to motivate your workforce, not de-motivate your workforce...So, there is an off-page message, if you get my meaning, [....] that is probably not as positive� British manager 4. �My point was if we take it as it is, I would expect from our German managers to sit down and write down in German what exactly does this mean....give an example. I mean what exactly is trustworthy? It can mean all or nothing...� vs 5. �Definitely generic...could be applied in [this company] and anywhere else. They could be used on a day to day life and in any other company.�French manager

8. Examples � similar meanings 1. �Straight to the point...I would say the English people are not famous for getting straight to the point. It's more putting a lot of words around, trying to be gentle. Sometimes the point is lost, because there are many ifs and whens and we would and should...� German manager 2. �This is stereotypical, but it is probably quite true you know that the Dutch are incredibly straightforward, whereas I think the Dutch find the British very, how can I say,probably what I'm doing now, not as straightforward as they could be...� British manager 3. �Inspiring means to have innovative ideas or outstanding ideas....to think outside the box, and in some cases, yes, if you come up with some great idea, you just wake up on the right foot, but on another day, I don't know what the customer issues are, or how to deal with it.� French manager 4. �I think it means thinking up new ways of doing things, not just agreeing to do things the same way as always and...So, it can be quite difficult [...]In my job for example, coming up with new ways can be extremely difficult.� British manager

9. Questions raised Is it possible to isolate national culture from other aspects of culture and context? How useful is it to make comparisons at national level? Can we really understand interpretation by 'capturing' and comparing meanings at one point in time? What is the impact of employee corporate messages on organisational meaning making?

10. Suggested strategy going forward A new Research Question? How do universal employee corporate messages shape meaning in multinational organisations? ...needs a new research strategy Ethnography longitudinal study closer engagement with organisations studied holistic look at the phenomenon in its real setting

11. Questions and discussion Discussion