A Qualitative Case Study: Exploring an Offshoring Company’s Culture and Its Disconnection from Their Parent Company Through the Lens of the Trompenaars Hampden-Turner Cultural Dimensions Model and the Iceberg Theory

Date of Award

Fall 2025

Document Type

Dissertation

Degree Name

Doctor of Business Administration (DBA)

Committee Chair

Tracy Greene

Committee Member

Kathy Richie

Committee Member

Monica Shepherd

Abstract

Background: There has been an increase in the prevalence of offshoring as an avenue for firms to gain a competitive business advantage while lowering costs. Similarly, there is a growing body of literature surrounding organizational culture and its impact on various facets of organizational reality. Literature on both subjects showed that they have grown in relevance and application in contemporary business environments.

Study: The study sought to understand the role of organizational culture in cross-collaboration efforts and understanding implicit cultural assumptions in organizations. Using the Trompenaars Hampden-Turner Dimensions Model and the Iceberg Theory as conceptual and theoretical frameworks, the study explored ways in which organizational culture can be mobilized to drive efficiency in offshoring efforts.

Methodology: The study utilized a qualitative case study using semi-structured interviews with employees of an offshoring company located within the Caribbean and Latin American region. The study aimed to explore the elements of the company’s culture relative to the dimensions of the Trompenaars Hampden-Turner Model and the Iceberg theory and how these elements can drive organizational efficiency.

Findings: The study results showed that communication, leadership, change management, cultural awareness, cultural intelligence, rewards and employee tenure and cross-collaboration issues were the elements of the Trompenaars-Hampden Turner Model and the Iceberg Theory that impact cross-collaboration issues in offshoring.

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