Cross-Cultural Communication and the Perceived Performance of Multinational Corporations in Kericho County, Kenya

Abstract

This study examined the relationship between cross-cultural communication and perceived organisational performance in large-scale tea-sector MNCs in Kericho County. Guided by Social Exchange Theory, the study adopted a quantitative approach and a cross-sectional survey design. The population comprised 4,690 employees, including 87 managers and 4,603 subordinates. Stratified sampling by role and simple random sampling were used to select participants. Of 426 questionnaires distributed, 282 were returned complete, comprising 38 managers and 244 subordinates, yielding a 66.2 per cent response rate. Cross-cultural communication was operationalised through collaborative communication, communication adaptation, language inclusivity, conflict management, and cultural awareness workshops. Organisational performance was assessed using cultural adaptability, achievement of strategic goals, quality of service or products, operational efficiency, and employee productivity. Spearman’s rank correlation indicated a moderate positive association between cross-cultural communication and perceived performance (? = .500, p < .001). A one-predictor OLS model with HC3 robust standard errors was significant (Wald F (1, 280) = 106.80, p < .001), explaining 45.7 per cent of the variability in performance ratings. Cross-cultural communication was positively associated with performance (B = 0.645, ? = .676, p < .001, 95% CI [0.522, 0.768]). Collaborative communication had the highest mean rating (M = 4.66), while language inclusivity had the lowest (M = 4.47, SD = 0.67). Given the cross-sectional design and self-reported data, the findings indicate associations rather than causality. Managers should sustain collaborative communication and strengthen language inclusivity through multilingual instructions and accessible grievance procedures.