Cross-cultural worker conflict in a multinational company

dc.contributor.author	Kan, Wen Huey
dc.date.accessioned	2014-11-14T02:34:43Z
dc.date.available	2014-11-14T02:34:43Z
dc.date.issued	2012
dc.description	Master	en_US
dc.description.abstract	Foreign direct investment by firms is an increasingly widespread phenomenon. As such, firms are now more exposed than ever to different cultural values among workers, thus enhancing the potential for misunderstanding and conflict to arise between staff from different traditions and backgrounds. In this paper, the case of Ibiden, a Japanese multinational with operations in Malaysia, is used to highlight this issue and to offer suggestions for overcoming such challenges. Based on qualitative interviews with a total of six employees - three Malaysians and three Japanese, the study demonstrates the potential for inter-worker loyalty, discipline, responsibility and cooperation to emerge and subdue inter-worker conflict arising from cultural differences.	en_US
dc.identifier.uri	http://hdl.handle.net/123456789/460
dc.language.iso	en	en_US
dc.subject	Business administration	en_US
dc.subject	Cross-cultural worker conflict	en_US
dc.subject	Multinational company	en_US
dc.title	Cross-cultural worker conflict in a multinational company	en_US
dc.title.alternative	the case of ibiden, a Japanese company in Malaysia	en_US
dc.type	Thesis	en_US