Barriers to cross-cultural communication in international organizations: a case study of the British council kenya
Abstract
In times of rapid growth, both in terms of economic development and globalization and
international development in developing countries, an increasing number of international
organizations extend their development agenda abroad. A subsequent challenge of this
development is the managerial implications of cross-cultural management. This study
employs a qualitative approach in a single case study of British Council Kenya, which is
one of the international offices of the British Council United Kingdom. After reviewing
the previous studies, the authors summarize the differences of management style, staff
behavior and communication system in different cultural context and find the barriers of
cross cultural communication in international organizations. The findings of this study
indicate that the barriers of communication come from the national cultures’ influence at
the work place and behaviors of people with different identity. Moreover, culture also
influences people’s way of thinking and behavior, resulting in different understandings toward vision and purposes of the organizations
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
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