Understanding immigrant internal publics of organizations: Immigrant professionals’ adaptation and identity development

Abstract

Immigrant professionals (IPs) compose important internal publics in U.S. organizations. This study examined the processes of intercultural identity development through IPs’ stress, adaptation, and intercultural communication competence, as well as the outcomes of such identity development. Twenty-three interviews with Indian IPs in a major southern cosmopolitan area in the United States revealed three types of stressors: insufficiency in culture-specific knowledge and skills, ineffective expression, and imbalance in home and host social communication. Adaptation responses included active language and culture learning, perspective taking, compromising, ignoring, passive acceptance, and active initiating and participating in social interactions. Further, IPs demonstrated three major types of intercultural identities: integrated with both cultures, non-integrated (leaning more toward either home or host culture), and ambivalent (feeling rootless and uncertain about what culture to teach their children). In the context of intercultural identity development, the concepts of avowed and ascribed identities become even more nuanced. This study contributes to research in public relations by deepening the understanding of organizations’ immigrant internal publics and facilitating more effective relationship management with these publics.

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