In this era of globalization and internationalization of business, effective interpersonal communication and intercultural relationship among coworkers still poses challenges and differences in an organization. This thesis aims to research and analyse challenges of interpersonal communication and intercultural differences in a multicultural organization and the way it can be solved using a qualitative method and an inductive approach on a single case study of a Swedish based multicultural company, Lyreco. The empirical data consist of ten semi- structured interview with addition of secondary data. Former research has focused on differences of individual’s ways of communication based on their cultural background. On a comprehensive analysis and the usage of existing theories, the findings of this research pinpointed ineffective usage of communication context as one of the challenges of curtailing interpersonal communication in a multicultural organization. Cultural differences like individualism, ethnocentrism, and ambient cultural disharmony are identified as challenges experienced in a multicultural organization. But with the intervention of organizational culture it can be managed. Individual team member’s attitude are curtailed under the rules of the organization. From findings, it is established that to abridge the friction within multicultural teams, the role of an organization is very important. There is need to institute structural intervention which encourages team members to adapt to each other’s culture by acknowledging cultural gaps and working around the differences.

Purpose The purpose of our study is to contribute to an understanding of the role of storytelling when increasing ethical competence. The research is related to a multicultural context and from the perspective of leaders with experience of organizational change. Method In order to get closer to our phenomenon, this study applies a deductive approach. The empirial data was contructed by semi-structured interviews with eight leaders. Based on the theory, we have developed eight different propositions on which the interview questions are based. Further on, the empirical data was analyzed with a thematic approach.  Conclusions Our conclusion shows there are different motives for using storytelling among leaders and that it is used on a daily basis, both consciously and unconsciously. Leaders find it easier to communicate and relate to ethical perspectives by placing them in a context through stories. By integrating storytelling in intercultural dialogues, it can increase ethical competence.

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Knowledge management is critical to achieving competitive advantage in the marketplace. The prominence of multicultural organizations also requires an understanding of knowledge-sharing behavior in multicultural teams. In spite of the need to accommodate these new conditions, a gap exists in the research on knowledge sharing in multicultural organizations. The purpose of this study was to examine factors that affect knowledge sharing in a multicultural context. In the research questions I examined the role that culture, monetary rewards, social units, and diversity play in knowledge sharing in a multicultural environment. This study used Hofstede's cultural dimension theory, Sveiby's knowledge-based theory, and agency theory as the theoretical foundation. A cross-sectional survey design was used for data collection. Data were collected from line managers in multicultural organizations in the United Arab Emirates (n=79). Sampling consisted of a nonprobability sample using convenience sampling. Multiple regression and path analyses were used to analyze the data. Results of this study indicated a positive relationship between the combined effect of rewards, social units, and cultural diversity on knowledge sharing in a multicultural context. There was also a positive relationship between rewards and knowledge sharing. However, no statistically significant relationship between social units or cultural diversity and knowledge sharing was found. This study may promote positive social change by improving understanding of how knowledge is shared in multicultural teams and by contributing to better cross-cultural communication. This study may be useful to managers of multicultural teams who want to improve knowledge sharing in their teams.

During the last decades, corporations have become more multinational, and the concept of employee empowerment has become one of the largest management trends within organizations. Managers need to be flexible when working with multicultural employees and understand that practices are perceived differently depending on the national culture and organizational level. Today relatively little research has focused on empowerment from a multicultural perspective. Thus, the purpose of this thesis is to examine how empowerment is perceived in a multicultural company, by analyzing the perceptions of the employees with different backgrounds and positions in a single firm setting. In addition, this thesis strives to study how empowerment can be reinforced in order to overcome cultural and organizational differences. This was examined through a case study at a fast-moving consumer goods (FMCG) organization in Sweden. Semi-structured interviews were held to obtain an in-depth understanding, while a survey was designed to support the interviews and to get a general picture of the organization. For the analysis, the respondents were divided into different categories, based on nationality and organizational level. The results indicated that the employees had an overall positive attitude towards empowerment in the case company, and that there is a relationship between the perception of empowerment and nationality. It also suggested that the perception of empowerment diverges between the levels of a multicultural organization, where subordinates, lower managers and top managers experience situations differently. In addition, the results indicated that the organizational culture should be utilized in order to overcome the cultural and organizational differences in a multicultural organization, through recognizing and solving the main problems that could affect the perception of empowerment. Particularly through maintaining good communication, which is vital in terms of empowerment, it is possible to strengthen the organizational culture. This in turn could reinforce the employee empowerment, as aspects that positively affect this concept could be encouraged through the organizational culture. / Under de senaste decennierna har företag blivit allt mer multinationella, medan konceptet empowerment har blivit en av de största management-trenderna inom företagsvärlden. Managers behöver vara mer flexibla när de arbetar med en multikulturell arbetsstyrka, samt ha en förståelse för att olika arbetstekniker kan upplevas annorlunda beroende på nationell bakgrund och position i företaget. Idag har relativt lite forskning gjorts inom området empowerment från ett multikulturellt perspektiv. Därför är syftet med detta examensarbete att undersöka hur empowerment upplevs i ett multikulturellt företag, genom att analysera uppfattningarna från anställda med olika bakgrunder och positioner. Dessutom strävar detta arbete efter att undersöka hur empowerment kan förstärkas för att överkomma kulturella och organisatoriska skillnader. För att studera detta har en fallstudie gjorts på ett företag inom snabbrörliga konsumtionsvaror (FMCG) i Sverige. Semi-strukturerade intervjuer genomfördes för att nå en fördjupad förståelse, medan en enkät designades för att stödja resultaten från intervjuerna och för att få en generell bild av företaget. För analysen delades respondenterna upp i olika kategorier, baserat på nationalitet och organisatorisk nivå. Resultaten på fallstudieföretaget indikerade att de anställda hade en övergripande positiv syn på empowerment och att det finns ett förhållande mellan upplevelsen av empowerment och nationell bakgrund. Vidare föreslog resultaten att synen av empowerment tenderar att skilja sig mellan olika nivåer på ett multikulturellt företag, då underanställda och managers på lägre och högre uppsatta positioner upplever situationer olika. Dessutom visade resultaten att den organisatoriska kulturen på ett företag kan utnyttjas för att överkomma kulturella och organisatoriska skillnader, genom att identifiera och lösa de största problemen som kan påverka uppfattningen av empowerment. Det är speciellt möjligt att stärka den organisatoriska kulturen genom att upprätthålla en bra kommunikation, vilket är vitalt inom empowerment. Vidare kan känslan av empowerment förstärkas genom den organisatoriska kulturen genom att uppmuntra de gemensamma värderingar som påverkar konceptet.