Date of Award

12-26-2014

Document Type

Thesis

Degree Name

Master of Arts (MA)

Specialization

Communication and Leadership

School or Department

School of Leadership Studies

First Advisor

Dr. John Caputo

Second Advisor

Dr. Michael Hazel

Abstract

Understanding intangible assets leads to creating value statements for organizations beyond financial spreadsheets and product output. This study examines a large cross-functional technology company to better understand its environment, practices, and culture. An ethnographic approach via Geertz Thick Description was applied to analyze the cultural and communication practices to create deep understanding of the organizations’ practices. Additionally, the study applied Viedma’s Intellectual Capital Standard Theory allowing the researcher to identify intangible assets and potential untapped value streams based on existing human capital. The organization proved to be a complex and dynamic entity that is extremely knowledge laden, and holds tremendous intellectual capital. However, the organizational culture was determined to be high stress and reactive in its communication and operational practices, creating dissonance for members. This research has identified practices and operational inefficiencies that may contribute to improving the working conditions for members regularly engaged in conflicting communication channels leading to dissonance. In high technology and knowledge laden industries the fast pace and high demand placed on employees requires greater attention to culture and other qualitative elements that will support and retain employees, as well as educate and develop them for long term retention. Organizations not willing to change or modify their culture risk losing employees to burnout, toxic culture, and perceived lack of support. Organizations must understand the impact of poor communication, created dissonance, and toxic culture on their members, and the potential for losing significant intellectual capital with employee turn-over.

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