The Role of Nonviolent Communication in Cross-Cultural Conflict Management: insights from a Case Study in a Multinational Workplace
HUI, WANG (2025)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025071423633
https://urn.fi/URN:NBN:fi:amk-2025071423633
Tiivistelmä
Cross-cultural conflicts in multinational corporations often stemmed from differences in communication styles, hierarchical expectations, and cultural norms. This research examined how Nonviolent Communication (NVC) could be applied to manage such conflicts in a multicultural workplace context.
A qualitative single-case study methodology was employed. Primary data were collected through semi-structured interviews with culturally diverse employees in one multinational company. Additionally, contextual observations and reflective notes—drawing from action research principles—were used to complement the interview data. Thematic analysis was conducted, and ethical considerations such as anonymity, voluntary participation, and cultural sensitivity were observed. Reliability was enhanced through member checking and triangulation.
The findings revealed that misunderstandings often arose from indirect communication, differing time orientations, and perceptions of power distance. Participants found the NVC framework—comprising observation, feeling, need, and request—helpful in improving clarity and reducing emotional tension. Supplementary reflections confirmed the practical relevance of these principles in workplace interactions.
It was concluded that NVC, when culturally adapted, could function as an effective tool for managing cross-cultural conflicts. While the study was limited to a single organizational setting, the results offer valuable insights for designing communication training programs in multicultural environments. Further research is recommended to explore its applicability in diverse cultural and industrial contexts.
A qualitative single-case study methodology was employed. Primary data were collected through semi-structured interviews with culturally diverse employees in one multinational company. Additionally, contextual observations and reflective notes—drawing from action research principles—were used to complement the interview data. Thematic analysis was conducted, and ethical considerations such as anonymity, voluntary participation, and cultural sensitivity were observed. Reliability was enhanced through member checking and triangulation.
The findings revealed that misunderstandings often arose from indirect communication, differing time orientations, and perceptions of power distance. Participants found the NVC framework—comprising observation, feeling, need, and request—helpful in improving clarity and reducing emotional tension. Supplementary reflections confirmed the practical relevance of these principles in workplace interactions.
It was concluded that NVC, when culturally adapted, could function as an effective tool for managing cross-cultural conflicts. While the study was limited to a single organizational setting, the results offer valuable insights for designing communication training programs in multicultural environments. Further research is recommended to explore its applicability in diverse cultural and industrial contexts.