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A Double-Edged Sword: Organizational Culture in Multicultural Organizations
WCOB Faculty Publications
  • Mary G. Trefry, Sacred Heart University
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The primary premise explored in this paper is that organizational culture has the potentialfor even greater impact in multicultural organizations than mono-cultural ones because an organization's culture can intensify both the benefits and the challenges of employee cultural diversity, and thus indirectly, affect organizational performance, organizational learning and competitive advantage. The assumptions underlying this contention and relationships among variables that contribute to the impact are explored in this paper, along with practical organizational implications. This study analyzes the dimensions of the 'vitality of development' of banking systems. Fuzzy synthetic decision analysis was used to construct and evaluate an index of the vitality of training, assigning and development, to offer banks new perspectives and methods of assessment. In this study, we analyze a vitality index for human resources development in banks. As regards uncertainty, the factor weights for the vitality index were determined by using the Fuzzy Delphi Method (FDM). Through the process of fuzzy synthetic decision (FSD) analysis, the model calculated the relative importance for each dimension of the mean factor. In this empirical study of commercial banks, the priority rank for the five dimensions are as follow: Efficiency, Leadership, Business Culture, Talents and Strategy.

Originally published:

Trefry, Mary G. "A Double-Edged Sword: Organizational Culture In Multicultural Organizations." International Journal Of Management 23.3.2 (2006): 563-575.

Citation Information
Mary G. Trefry. "A Double-Edged Sword: Organizational Culture in Multicultural Organizations" (2006)
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