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Unang arifin
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UPT Publikasi Ilmiah, Universitas Islam Bandung. Jl. Tamansari No. 20, Bandung 40116, Indonesia, Tlp +62 22 420 3368, +62 22 426 3895 ext. 6891
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Bandung Conference Series: Public Relations
Published by Universitas Islam Bandung
ISSN : -     EISSN : 28282167     DOI : https://doi.org/10.29313/bcspr.v2i2
Core Subject : Humanities, Education, Social,
Humanities Languange, Linguistic, Communication & Media Social Sciences
Bandung Conference Series: Public Relations (BCSPR) menerbitkan artikel penelitian akademik tentang kajian teoritis dan terapan serta berfokus pada Public Relations dengan ruang lingkup Strategi Promosi, Brand, Citra, Corporate Social Responbility, Digital Public Relations, Diplomasi Publik, Dramaturgi, Hoax, Humas International, Informasi, Kampanye Public Relations, Transaksi, Krisis, Kinerja, Komunikasi Persuasi, Konseling, Konten, Kredibilitas, Kualitas Pelayanan, Literasi, Media Online, Media Sosial, Membangun Kepercayaan, Minat beli, Motif, Pelayanan, Pemberitaan, Peran Sosial, Perspektif, Pola Komunikasi Perusahaan, Profesionalisme, Publikasi, Rebranding, rebranding, Sikap, Special Event, Strategi media relations, Publikasi, Teknologi Informasi, Word of Mouth. Prosiding ini diterbitkan oleh UPT Publikasi Ilmiah Unisba. Artikel yang dikirimkan ke prosiding ini akan diproses secara online dan menggunakan double blind review minimal oleh dua orang mitra bebestari.
Arjuna Subject : Ilmu Sosial - Komunikasi
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Search results for , issue "445-454" : 1 Documents clear
Manajemen Konflik Antarbudaya di PR Agency Multinasional Alfidas Refky Bandarea; Ani Yuningsih
Bandung Conference Series: Public Relations 445-454
Publisher : UNISBA Press

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29313/bcspr.v6i2.25893

Abstract

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

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