This study examined the significant impact of culture on global public relations practices using a case study analysis of Dove, H&M, and Nivea’s media campaigns between 2017 and 2019. The analysis was carried out through a structural comparison between the public’s reaction from the United States and Nigeria. Cultural variations between the two countries were examined, and how the variations impact GPR practices were explored. Social judgment theory, apologia, and image restoration theory were used as the theoretical frameworks alongside Hofstede’s cultural dimensions. This study demonstrates that understanding cultural dimensions as it applies to diverse countries operating in the global market can reveal how organizations can design and implement effective public relations practices across borders regardless of the existing cultural differences, which pose as a challenge.

This study examines effective supervisor/employee communication in a not-for-profit and a for-profit organization using qualitative research methods. Several studies have researched effective supervisor/employee communication at the quantitative level, but there is little qualitative research on this topic or on the four specific factors of effective communication: trust, listening, feedback and emotional intelligence and the impact on a group. The responses to in-depth interviews of supervisors and employees from a not-for-profit and a for-profit organization identified the overall impact the four factors had on supervisor/employee communication and the organizational communication system as a whole. The study found that three of the four key factors of effective supervisor/employee communication in the workplace were consistently ranked very high: trust, listening, and feedback. The fourth factor, emotional intelligence, did not rank high in awareness or importance. Five major findings emerged from the study. First, the three of the four factors, trust, listening, and feedback, rated high in both organizations. Second, effective supervisor/employee communication impacted organizational communication and climate significantly; hence, an organization, no matter what the purpose or structure, must create a positive organizational climate to maintain and retain employee relationships. Third, the organizational structures of not-for-profit and for-profit are undergoing a transformation, morphing into a new and unidentified organizational model that has yet to be clearly studied or identified, which incorporates traits from both. Fourth, the last factor, emotional intelligence, rated low with limited awareness of the term. Fifth, the study uncovers uncertain internal communication climates in both organizations, but exposes a hyper-focus on external and customer satisfaction communication.

This research focuses on one of the least studied cultural dimension, “indulgence versus restraint” (IVR) and how it affects consumer behavior, international marketing, and global business operations in the U.S. and Mongolia. This project is the first research on IVR in Mongolia since the country is rarely studied and there is no available data for this cultural dimension. Samples of undergraduate business students (as consumers) from both countries were studied through surveys. The findings support that Mongolians and Americans are different regarding the “indulgence” cultural dimension. This paper has a significant contribution to the cross-cultural literature regarding the indulgence cultural dimension and its applications in global business and marketing and advertising strategies.

In order to assess the continuing imbalance of top executives between genders, I examine the effects of gender diversity within top management teams on firm risk, performance, and executive compensation. Capitalizing on previous analysis, I apply three unique differentiators. First, I utilize current data from 2012 to 2017 from Compustat, CRSP, and ExecuComp. Second, I provide a unique subset view on a firm and individual performance of female CEOs to examine executive compensation. Third, my scope of analysis expands to S&P Composite 1500 companies. I use separate models to estimate the effect of gender diversity on firm risk by examining a firm’s beta and standard deviation of daily returns, on firm performance by examining a firm’s Tobin’sQ, and lastly on executive compensation by examining an executive’s natural logarithm of total compensation. My findings suggest gender diversity among executives appears to have an immaterial effect on a firm’s risk and performance. In turn, I also find that female executives continue to receive less compensation than their male colleagues. However, I find an average female CEO receives a higher level of compensation than an average male CEO. Lastly, I find as gender diversity increases among executives, specifically CEOs, the compensation differences between genders decreases.

Millennials are growing within the workforce, but they are becoming difficult to attract and retain for longer than two years at a time. In addition, Millennials have generational-specific values that are different than their predecessors. Identifying and applying these workplace expectations to organizational policies have made it challenging for leaders to appeal to this generation. Millennials desire five aspects from their workplace: work with a purpose, to be their own boss or work for a boss that is a mentor, a collaborative work environment, flexible work schedules, and work-life integration and/or work-life balance. Using a survey research method, this thesis outlines how Millennials appreciate these values in a workplace and, because of this appreciation, employers and recruiters should consider them for attrition and recruitment purposes. This thesis also examines why the assumption that Millennials are job hoppers who would rather work for themselves than an established corporation is unfounded. Finally, this thesis finds that the risk aversion trait Millennials possess affects their potential for decision making regarding their career that this trait can be used by organizations to market communication positions to this generation.

In 2016, the Walt Disney Company launched Shanghai Disneyland--the company’s first theme park in mainland China. Entering mainland China poses significant political and cultural challenges for American companies. To address these challenges, Disney pursued a “glocalization” strategy -- it accounted for local norms and values in launching Shanghai Disneyland. This paper examines how Shanghai Disneyland constructed its brand narrative to negotiate tensions in this glocalization process. A semiotic analysis of two Shanghai Disneyland commercials illustrates the ways in which Disney tapped into culturally meaningful themes of harmonic balance and collective identity to produce the park’s brand narrative--“China’s Disneyland.” A thematic analysis also considers how Chinese citizens engaged with that brand narrative on the popular Chinese social network, Weibo. Citizens engaged with this brand narrative in ways that deviate somewhat from Disney’s messaging, such as by avoiding depictions of people in the park. Still, even these deviations aligned with and reinforced the cultural values in the “China’s Disneyland” brand narrative. The study underscores the importance strategically adjusting brand narratives for new markets and accounting for users’ engagement with those narratives.

The purpose of this study was to provide a case example of one SME (small to medium-size enterprises) documented practices compared to the Baldrige Program’s Criteria for Performance Excellence (Criteria). This study evaluated the degree to which the case example organization practiced the philosophies and principles of the Criteria without direct knowledge of the Criteria. The researcher conducted evaluations by examining the case example organization’s strategic plan against the Criteria. Results of this study’s demonstrated that the Baldrige Program would not be a change in direction for the case example organization but a systematic approach to enhance the methods already deployed by the case example organization. Evaluations identified items on both documents that could be relatable to items contained on the opposing document. This study also identified the actual number of requirement items contained within the Criteria, in order to provide a better understanding of the current Criteria’s level of complexity.

Enterprise social network software platforms (ESNs) are increasingly being deployed in firms across almost every industry as a means of fostering employee collaboration. Although benefits in increased productivity, innovation, and employee engagement are highly touted, there is a high failure rate of these deployments. This often occurs because (1) there is a misapplied focus on technology adoption rather than adoption of the employee behaviors that are ultimately required to obtain those benefits, and (2) it is unclear what those behaviors are and how to measure them. “Working Out Loud” is one possible framework for understanding and measuring the behaviors necessary to fulfill the promise that ESN vendors advertise. It is loosely described as doing work in a way that makes it visible to others, and is often associated with the use of social business tools. As these tools proliferate within organizations, the Working Out Loud concept is becoming increasingly popular as an organizational and individual goal and mantra among social software vendors, their customers, and leading pundits and consultants in this space. Many benefits have been associated with Working Out Loud; however the concept is still somewhat amorphous. No attempts have been made to quantify it and little research has been done on whether the benefits attributed to it really exist. The common industry definition of Working Out Loud identifies two separate behaviors: narrating one’s work in the form of blog posts, status updates, etc. (typically individual behavior), and performing work in a transparent and observable way through the use of an enterprise social platform (typically group or team behavior). This research hypothesizes that these two behaviors do exist and are related but distinct, and thus scales can be developed to measure each. A survey was given to employees of Lexmark International, Inc. (the author’s employer). Exploratory and confirmatory factor analyses performed on the data confirmed the hypothesis and resulted in scales for individual and group Working Out Loud that are designed to be minimallyintrusive so as to enable both researchers and practitioners to track an organization’s Working Out Loud behavior on an ongoing basis.

The purpose of this research is to discover what TextileCapital.com must do to establish trust on the website so that, in turn, it may increase the import and export volume of its trading members.

The purpose of this project is to build a working intranet containing core applications that create the framework for a small business intranet. Small businesses may benefit from an intranet because of its ability to effectively streamline the processes for retrieving and distributing information. Intranets are internal networks using TCP/IP protocols, Web server software, and browser client software to share information created in HTML within an organization, and to access company databases.