Organizational integration of highly skilled migrants? Social worlds as multiple cultures dismantling conventional framings

Abstract

AbstractThis paper examines the integration of highly skilled migrants into organizations. Whereas prior research has mainly focused on macro-economic and macro-political analysis, little is known about the dynamic process of organizational level integration. Applying Strauss’ theory of social worlds and the concept of multiple cultures, we dismantle the boundaries of an organization describing the integration processes of migrants from the perspective of different social worlds that intersect an organization. We use social worlds which form around a core activity or context of action to describe different levels of cultures within an organization. Via multifaceted identification with these multiple cultures, we suggest that person–organization interaction and mutual intercultural learning processes with colleagues result in organizations conveying values, norms, behavior, language and social contacts that prove valuable and integrative, especially to newcomers. Based on three qualitative case studies in German SMEs, migrants’ experiences during the integration process show the central role organizations play inhibiting previously overlooked multi-cultural social worlds which lead not only to their organizational integration, but to societal integration as well. Organizations thus contribute to different forms of integration. Consequently, this paper extends traditional integration perspectives at the national or transnational level of analysis by differentiating into multiple cultures that provide integrative knowledge both internally and beyond the organization. In particular, interaction with colleagues as socialization agents leads to integration. Theory and practice should draw conclusions from this to consider integration as a multilayered opportunity.