Search

This study examined challenges of employing university culture as a mechanism to increase commitment to the internationalization strategy among university internal stakeholders. Data were collected from a sample of 235 students, faculty, and staff from a top-ranked university in Russia. The study showed a misalignment between internal marketing and university internationalization strategy. The results suggest internal stakeholders do not accept the new business-like market culture driven by competition and measured by global indicators, which impacts their commitment to the university and hinders internationalization. The study found that internationalization leads to the dominance of this market culture in the university. To mitigate negative effects of organizational changes, university marketing should seek to increase stakeholder identification with the university. The study concludes with implications for university leaders about how to adjust internal stakeholder marketing to improve relationships with these stakeholders and gain their support. [ABSTRACT FROM AUTHOR]

The purpose of this phenomenological study was to explore how employees with different national identities experience a geocentric organizational culture of a global corporation. Twelve participants were selected using criteria, convenience, and snow-ball sampling strategies. Data were analyzed inductively. The participants experienced a geocentric organizational culture of a global corporation as one in which they felt connected, valued, and could grow in personally and professionally. Based on the findings from this study, a model of employee perspective of a geocentric organizational culture of a global corporation was proposed. The study concludes with implications for research and practice. [ABSTRACT FROM PUBLISHER]