The formation and development of newcomer ethnic organizations, particularly mutual assistance associations (MAAs), result from specific social forces and interactions unique to the refugee and immigrant communities they represent and serve. As such, they reflect and become part of a newcomer community's culture and ethnic identity. As bicultural organizations, MAAs have unique roles as vital links between ethnic and mainstream communities. However, MAAs struggle to adjust to dominant models of organizations, an adjustment needed to function effectively in American society. Their problems result partially from their own process of cross-cultural adaptation as they learn to govern themselves, adjust to new roles, and adapt to differing values and norms. Conforming to the dominant standard of formal organizations creates conflicts among indigenous organizational members. This study examines various dimensions of cross-cultural adaptation during the formation and development of a Cambodian MAA. Based on the Samakom Khmer (SK) organization, the research explores cross-cultural issues experienced by SK's ethnic board and staff as they contend with conflicting Cambodian and American cultures. Participant observation, in-depth interviewing, and document analysis are the primary methods used for an "insider's", Cambodian's view of social reality. Several findings emerge which underscore this social phenomenon's complexity and uniqueness and its significance for the field of organizational studies. Culture and acculturation are vital and interrelated concepts in understanding SK's dynamics and behavior. The process of acculturation implies cross-cultural transitions occurring at individual, group, and organizational levels. Conflicting ethnocentric traditions and dominant norms caused SK to respond to issues of cultural convergence or divergence, acceptance of or resistance to cultural change. Consequently, members underwent processes of cross-cultural adaptation, including interpreting new symbols; understanding and making new roles; negotiating and restructuring social relations; maintaining and reshaping ethnic identity; creating images; and establishing and defining relations. The adaptive mechanisms of creating, rejecting, blending, and synthesizing elements of old and new cultures influenced the organization's structures and processes. Gleaned from SK's experience, it is critical to recognize that MAAs are cross-culturally embedded in the larger context of its sociocultural environment.
| Identifer | oai:union.ndltd.org:UMASS/oai:scholarworks.umass.edu:dissertations-1310 |
| Date | 01 January 1993 |
| Creators | Habana-Hafner, Sally R |
| Publisher | ScholarWorks@UMass Amherst |
| Source Sets | University of Massachusetts, Amherst |
| Language | English |
| Detected Language | English |
| Type | text |
| Source | Doctoral Dissertations Available from Proquest |
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