At the Intersections of Global Corporate Culture and Local Culture: Corporate Cultural Sustainability and Responsibility

Abstract

Culture is an underrepresented dimension in sustainability and responsibility literature, and there is a growing call for its development. This study explores the cultural dimension of corporate sustainability (CS) and responsibility (CR) at the intersection of global corporate culture and local culture. In particular, this study investigated how the concepts of global corporate culture and local culture are understood, how global corporate culture and local culture are perceived to impact each other, and finally, how the relationship between global corporate culture and local culture could be improved. Theoretically, this thesis synthesized the previous literature on cultural sustainability, corporate cultural responsibility (CCR), and cultural exchange and mutual learning to create theory-driven viewpoints through which the intersection of global corporate culture and local culture could be explored. At the same time, this research addresses the underdeveloped cultural dimension of CS and CR. Thus, interdisciplinarity is demonstrated with two interdisciplinary constructed frameworks, by bridging CCR with cultural sustainability in a Locality-CCR Lens, and by constructing and defining corporate cultural sustainability (CCS) through cultural exchange and mutual learning, cultural sustainability, and human rights in a CCS Lens. Methodologically, this study conducted qualitative, semi-structured, in-depth interviews with participants recruited through snowball sampling, and the data was interpreted through the thematic analysis approach. The study sample consisted of thirteen participants from five different continents, eight of whom were females and five were males, with ages ranging between 25 and 40 years while two participants were over 65. This study sample comprised a diverse population of well-educated, multiculturally experienced individuals who have lived abroad and/or had experience working for a civil society cause. The thematic analysis explored three main themes: (a) Describing Culture, (b) Cultural Dynamics and Interactions, and (c) Corporate Cultural Sustainability. This study provides an in-depth thematic exploration of the intersection of global corporate culture and local culture, revealing viewpoints on corporate cultural impacts and areas for corporate-community improvement. This thesis provides a better understanding of the intersection of global corporate culture and local culture, further develops CCR, and opens the field of CCS. Moreover, this study contributes to global corporate culture, local culture, CCR, and CCS research. This study concludes that CCR and CCS are complementary in addressing the intersection of global corporate culture and local culture. Importantly, the need for corporate power redistribution within the community was one key finding. Another was that CCR and CCS might be crucial in guiding corporations in wielding the power and influence of rapidly advancing technology. Thirdly, balancing the traditional and modern in a complex and diverse world is imperative. This study also found that global corporate culture may be increasing local cultural complexity, and because of this, impressionable youth may experience more confusion regarding identity formation. Further, Indigenous groups have vital wisdom and worldviews that may be essential in addressing CCR and CCS. However, they are especially vulnerable to the expansion of global corporate culture. Finally, extractive business-community relationships may be the most culturally careless and destructive type of corporate relationship, and it is imperative that global and local communities address this issue together to safeguard local cultures and human rights. Future research is recommended to explore the intersection of global corporate culture and local culture, while the thematic results of this study provide valuable research directions.