<![CDATA[Abstract. In the context of globalization and cross-border collaboration, cultural differences pose significant challenges to organizational communication, including within multinational Public Relations (PR) agencies. This study examines how intercultural conflicts are managed in the work environments of Vero Indonesia and Vero Thailand, two branches of a multinational PR agency in Southeast Asia. The study aims to identify conflict resolution strategies, employee adaptation patterns, and solutions to intercultural communication barriers. A phenomenological approach was employed to explore the subjective experiences of employees influenced by cultural values such as kreng jai, power distance, and uncertainty avoidance. A qualitative method was applied through in-depth interviews with three informants from both countries. The findings indicate that cross-cultural communication conflicts more frequently emerge as subtle coordination disruptions such as message misinterpretation, differences in work pace, and variations in authority structures rather than through open confrontation. Employees address these challenges through synchronous communication, output visualization, observation of communication styles, and cross-branch coordination escalation. Self-adaptation is understood as a process of developing empathy and professional flexibility, while cultural diversity is perceived as an organizational strength that enriches cross-border collaboration. Abstrak. . In the context of globalization and cross-border collaboration, cultural differences pose significant challenges to organizational communication, including within multinational Public Relations (PR) agencies. This study examines how intercultural conflicts are managed in the work environments of Vero Indonesia and Vero Thailand, two branches of a multinational PR agency in Southeast Asia. The study aims to identify conflict resolution strategies, employee adaptation patterns, and solutions to intercultural communication barriers. A phenomenological approach was employed to explore the subjective experiences of employees influenced by cultural values such as kreng jai, power distance, and uncertainty avoidance. A qualitative method was applied through in-depth interviews with three informants from both countries. The findings indicate that cross-cultural communication conflicts more frequently emerge as subtle coordination disruptions such as message misinterpretation, differences in work pace, and variations in authority structures rather than through open confrontation. Employees address these challenges through synchronous communication, output visualization, observation of communication styles, and cross-branch coordination escalation. Self-adaptation is understood as a process of developing empathy and professional flexibility, while cultural diversity is perceived as an organizational strength that enriches cross-border collaboration]]>
