Ouassati, Amine2024-01-242024-01-242023https://dspace.griffith.ie/handle/123456789/404This research explores how organizational culture affects how well employees perform, how involved and engaged they are in a cross-country team. The study focus on Trust & Safety teams inside a Google vendor which operates from 4 different locations, Dublin, Lisbon, Krakow, and Casablanca The research is a qualitative and exploratory case study. Eight people from four different locations took part in semi-structured interviews intended for employees and structured interviews for managers. This study aims to investigate the impact of organizational culture on performance outcomes, exploring how cultural differences influence employee behavior in different levels. Qualitative data was collected through employees and managers at various organizational levels to understand their experiences and perspectives related to organizational culture and cultural differences. Triangulation was used to analyze the perspectives of multiple existing literatures to gain a comprehensive understanding of the research questions. This approach allows for cross-validation of data, enhancing the reliability and validity of the findings. The results show that management is key to building a successful company culture, with dedication, participation, and job satisfaction as key factors. However, challenges in implementing the organizational culture across different locations were also identified. The study highlights the benefits of having a team with people from different backgrounds and underlines the value of effective leadership in improving commitment, involvement, and output. It also looks at how national culture affects team dynamics. The findings have implications for HR managers and organizational leaders in developing strategies to create a supportive and inclusive work environment that promotes employee engagement and productivity. Aim: Investigating the dynamics of organizational culture in multicultural work environments. Methods: Case study approach. Qualitative methods: structured and semi-structured interviews. Findings: The role of effective management in shaping organizational culture. Challenges in implementing and aligning cultural values across the 4 locations. Cultural considerations in strategic decision-making. Conclusions: The positive impact of a well-managed cross-country team and how to reach it. Increasing creative thinking, innovation, and training among employees. Implications: Prioritizing cultural awareness inside organizations that have a high multicultural diversity. Support mechanisms for fostering a positive work culture in diverse settings.Thesis