The nature of workplace boundaries between Australians and Singaporeans in multinational organizations: A qualitative inquiry

Abstract

Purpose

This paper seeks to explore the nature of intercultural experiences of Australians and Singaporeans working in multinational organizations. Cultural differences are expected to influence how boundaries and boundary permeability are constructed which in turn affect how Australians and Singaporeans interact and communicate with each other.

Design/methodology/approach

Qualitative interviews were conducted with 23 employees (ten Australians, 13 Singaporeans) working in multinational organizations in both Australia and Singapore. Grounded theory methodology was used to analyze interviewees’ intercultural experiences to determine the nature and composition of relevant boundary categories and permeability.

Findings

Seven workplace boundary categories of varying degrees of permeability were identified. Singaporeans were perceived to create more impermeable boundaries than Australians. Impermeable boundaries were found to also restrict intercultural interactions.

Research limitations/implications

The qualitative nature of the study, small sample size and interviewer's ethnicity could limit the generalizability of the results. Another limitation is that the data were based on self‐reports and participants may have reported socially desirable responses.

Practical implications

The findings of this study have important practical implications for managers who seek to promote the value of shared group membership and group identity.

Originality/value

This study integrates social identity theory with cross‐cultural theories and extends its application into a collectivist culture (e.g. Singapore) to provide an in‐depth understanding of the nature of workplace boundaries and boundary permeability between Australians and Singaporeans.

Citation

Loh, J.(M).I., Lloyd D. Restubog, S. and Gallois, C. (2009), "The nature of workplace boundaries between Australians and Singaporeans in multinational organizations: A qualitative inquiry", Cross Cultural Management: An International Journal, Vol. 16 No. 4, pp. 367-385. https://doi.org/10.1108/13527600911000348