The multinational corporation as a multilingual community: Language and organization in a global context

By Yadong Luo, Oded Shenkar. 2006

372 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/05308a8c8222882fb18f6036b337f4f82254831c

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Citations in the corpus

Knowledge Transfer between Multinational Corporations’ Headquarters and Their Subsidiaries: Influences on and Implications for New Product Outcomes (2008, background): “In other words, despite cultural and language barriers (Luo and Shenkar 2006), an established connection that encourages frequent and open communications among the subsidiaries helps overcome such barriers (Nohria and Ghoshal 1997).”
Re-considering language within a cosmopolitan understanding: Toward a multilingual franca approach in international business studies (2014, background): “This emphasis on the strategic nature of language to reach a universal community is similarly found in Luo and Shenkar’s (2006) theoretical model, in which they argue the need to align language systems with organizational strategy and dynamics as a way to improve MNC communication, coordination and ”
Leading across language barriers: Managing language-induced emotions in multinational teams (2015, background): “Contributions to research on language barriers in MNCs: We contribute to the fast growing research stream on language barriers in MNCs by introducing the interplay of language- complexity of language effects in multinational workplaces, thereby encouraging a more sophisticated concept of language di”
The impact of language barriers on trust formation in multinational teams (2014, background): “Despite the importance of language for the efficient functioning of multinational corporations (MNCs) (Harzing & Feely, 2008; Luo & Shenkar, 2006), language effects have long been underestimated by international business researchers (Harzing, Köster, & Magner, 2011).”
The influence of language differences on power dynamics in multinational teams (2017, background): “They are less involved in decision-making (Louhiala-Salminen, Charles, & Kankaanranta, 2005) and experience a loss of power within the organization (Luo & Shenkar, 2006).”
Knowledge transfer in multinational corporations: Productive and counterproductive effects of language-sensitive recruitment (2014, background): “In addition, our findings place more emphasis on context than on the “mechanistic perspectives” of language that stress the economic and strategic benefits accompanied with a common language or language standardization in MNCs (Luo & Shenkar, 2006).”
Language policies and practices in wholly owned foreign subsidiaries: A recontextualization perspective (2012, methodology): “Top management formulated language design, a “deliberate process underpinned by economic and strategic rationality” (Luo & Shenkar, 2006: 324) can thus be regarded as “unrealistic, and as such unproductive – perhaps even dangerous” (BarnerRasmussen & Aarnio, 2011: 288).”
Why and how does shared language affect subsidiary knowledge inflows? A social identity perspective (2015, background): “However, given the many challenges that MNEs face as multilingual entities (Luo & Shenkar, 2006), surprisingly little research has systematically examined the link between shared language and MNE knowledge flows.”