INTERCULTURAL INTERACTIONS AT MULTINATIONAL CORPORATIONS’ WORKPLACE: GROUNDED THEORY

Purpose : Due to globalization and the global mobility of workforce, working in multicultural environments is a new challenge for employees and managers. The aim of the paper is to analyze the social interactions in multicultural environments of multinational corporations (MNCs) as well as to propose a model of intercultural social interactions in MNCs’ specific context. Design/methodology/approach : The grounded theory approach was applied to create a model of intercultural interactions in MNCs. The data was obtained during the qualitative research based on comparative case studies collected in 5 MNCs’ subsidiaries. Findings: The proposed model refers to the following concepts: 1) Lazarus’s transactional stress theory states that job demands may be assessed as hindrances or challenges. The specific job demands that affect intercultural interactions are multilingualism, cultural diversity, cross-cultural adjustment and team work. 2) Positive psychological capital and an individual’s acquired resources are in relation with intercultural interactions. 3) According to Bandura’s agentic perspective, individuals take an active role in shaping social interactions and work environment. 4) Being an agent relates to Spreitzer’s thriving concept that can serve as a mechanism of relations between the interactions undertaken due to MNCs’ specific job demands and their outcomes. Research limitations/implications: The qualitative methodology applied to the research does not allow for a broader generalization of the results. The outcomes of intercultural interactions depend mainly on how individuals assess their job demands in MNCs. Practical implications: Since the workplace in MNCs is abundant in learning opportunities, the managers of MNCs need to hire employees who exhibit needs for growth and development to boost thriving in their organizations. Additionally, these managers should search for employees with experience of multicultural settings and a signifi cant capacity of positive psychological capital, thanks to which they are likely to benefi t more from intercultural social interactions. More concern should be put on training the employees’ language skills since it may build their self-eff icacy in intercultural interactions. Originality/value: The proposed model focuses on social interactions in MNCs’ unique context. The empirical fi ndings were interpreted with regard to psychological and sociological theories and the Positive Organizational Scholarship lens.