This document summarizes and compares different paradigms for intercultural communication research: positivistic, interpretive, and critical. The positivistic paradigm provides basic foundations of cross-cultural differences but may perpetuate stereotypes. The interpretive paradigm is well-suited for language studies through in-situ observation, though it may not be practical in all cases. The critical paradigm examines unexplored social issues related to culture but requires advanced language and analytical skills. Suggested readings are provided for each paradigm to further understanding of their strengths and challenges.

1. Assistant Professor Suwichit Chaidaroon, Ph.D.
(Facebook, LinkedIn, Slideshare)
Keynote Presentation for KU-TU-MU-CU 2014 Conference on “New Perspectives on
Intercultural Communication:Localization and Globalization in English)
July 30, 2014

2. The Asian Difference…
Europe (Malta)
Thailand

3. Outsourced

4. Survey Quantitative
Cross-Cultural Comparison

5. Upward Dissent
• Solution presentation
• Direct-factual appeal
• Circumvention
• Threatening resignation
• Repetition
Organizational Culture (Employees)
Tan, Y., Seow, Y. N., Chia, H., Kim, H. J., & Chaidaroon, S. S. (2012) Differences in perceived effectiveness of
upward dissent strategies between employees and managers: Evidence from Singapore. Proceedings for the
Corporate Communication Institute Conference, New York, USA.

6. H1: Employees will perceive solution
presentation strategy as the most effective
upward dissent strategy
H2: Employees will perceive threatening
resignation strategy as the least effective
upward dissent strategy.
Hypotheses

7. Results- Employee’s perceived effectiveness of four
different upward dissent strategies
0
1
2
3
4
5
6
7
Solution
Presentation
Strategy
Threatening
Resignation
Strategy
Direct-factual
Appeal Strategy
Circumvention
Strategy
Scenario 1
Scenario 2
Scenario 3
5.17
4.36
5.74
4.25

8. 0
1
2
3
4
5
6
7
Solution
Presentation
Strategy
Threatening
Resignation
Strategy
Direct-factual
Appeal Strategy
Circumvention
Strategy
Scenario 1
Scenario 2
Scenario 3
Results- Manager’s perceived effectiveness of
four different upward dissent strategies
3.54
3.49
3.51
3.30
2.61

9. • IndividualismVS Collectivism
• Power Distance
• Uncertainty Avoidance
• Task Orientation vs. Social
Orientation
• Short-Term Orientation vs.
Long-Term Orientation
Hofstede’s Model (geert-hofstede.com)

10. Thailand’s Dimensions

11. ThailandVS China

12. Knutson,T. J., Komolsevin, R., Chatiketu, P., & Smith,V. R. (2002).
Comparison of Thai and U.S. American willingness to communicate. Journal
of Intercultural Communication Research, 31(1), 3-12.
Knutson,T. J., Komolsevin, R., Chatiketu, P., & Smith,V. R. (2003). A cross-
cultural comparison of Thai and US American rhetorical sensitivity:
Implications for intercultural communication effectiveness. International
Journal of Intercultural Relations, 27, 63-78.
Komin, S. (1990). Culture and work related-values in Thai organization.
International Journal of Psychology, 25, 681-704.
Sriussadaporn-Charoenngam, N., & Jablin, F. M. (1999). An exploratory
study of communication competence in Thai organizations. The Journal of
Business Communication, 36, 382-418.
Suggested Readings from Positivistic
Paradigm

13. Ethnography In Situ Observation
Speech Community

14. What does “yes” mean inThai?

15. Thai “Shyness”

16. Chaidaroon, S. S., & Mak, A. K.Y. (2012). Engaging local
stakeholders in CSR efforts: Perspective of MNCs in Asian
developing countries. Paper presented at the Annual
Australian and New Zealand Academy of Management
Conference, Perth, WA.
Chaidaroon, S. S., & Polyorat, K. (2013). CSR and
stakeholder dialogue: A case study of sugar cane
company in Thailand. International Journal of Business
and Social Research, 3(8). 57-65.
CSR & Marketing Communications

17. Findings
Farmers Company
Present metaphor Merchant Spoiled kids
Ideal metaphor Clinic (Doctors) Community (Citizens)

18. Dialectical Model of CSR

19. Chaidaroon, S. S. (2003). When shyness is not incompetence: A case of Thai
communication competence. Journal of Intercultural Communication Studies,
12(4), 195-208.
Philipsen, G. (1992). Speaking culturally: Explorations in Social
Communication. Albany, NY: State University of NewYork Press.
Suggested Readings from Ethnographic
Approach

20. Tensions Negotiation
Power Underlying Assumption

21. Can
Can
Can ma
Can leh
Singapore & Singlish

22. A: Can?
B: Can
A: Can ma?
B: Can leh
Singapore & Singlish

23. Negotiation betweenTraditionalVS
Modern Cultures

24. Chaidaroon, S. S., & Mak, A. K. Y. (2013). Cultural perspective on social entrepreneurship: A case study
of social media usage by a community-based cancer treatment center in rural Thailand. In C. Wankel & L.
Pate (Eds.), Social Entrepreneurship as a Catalyst for Social Change (pp. 87-116). Charlotte, NC:
Information Age Publishing.

25. Identifying Prejudice &
Calling for Empathy

26. The Aunties “มนุษย์ป้ า”
Phenomenon
Redefining the notion of
“culture”

27. Re-conceptualizing the notion of
identity

28. Nakayama, T. K., & Halualani, R. T. (Eds.) (2010). The handbook of critical
intercultural communication. Malden, MA: Wiley-Blackwell
Suggested Readings for Critical
Approach

29. Strengths Challenges
Positivistic Research Provide basic foundations of
cross-cultural differences
May perpetuate stereotypes
Interpretive Research Is compatible with language
studies given the nature of
methodology
In-situ observation may not
be practical in certain
circumstances
Critical Research Allows researchers to critically
examine unexplored social
issues pertaining to the
broader notion of culture
Requires advanced language
and analytical skills
Summary of Intercultural Communication
Research Paradigms in English Language Studies