Exploring Corporate Value Internalization Among Leaders in Multinational Organizations

Abstract

Leadership communication plays a crucial role in shaping corporate culture, especially within the complex dynamics of multinational organizations. While existing studies have examined leadership behaviors and strategic communication, limited attention has been given to how leaders internalize and enact organizational values from a subjective standpoint. This study addresses that gap by exploring how leaders interpret, negotiate, and embody corporate values across diverse cultural contexts. An interpretative phenomenological approach was employed to investigate the experiences of senior leaders navigating value internalization within culturally diverse environments. Semi-structured interviews were conducted with eight senior leaders from multinational corporations, and data were analyzed using Interpretative Phenomenological Analysis (IPA). Five key themes emerged: communicative adaptation across cultures, the embodiment of values, authentic vulnerability, disruption of informal value transmission in hybrid work settings, and identity tensions when personal and corporate values diverge. These findings indicate that value internalization is a reflective and context-bound process influenced by emotional, cultural, and relational dynamics. The study highlights the importance of incorporating experiential learning, ethical reflexivity, and culturally responsive communication into leadership development practices. It contributes to a more nuanced understanding of leadership communication and offers directions for future cross-cultural and longitudinal research.