No abstract

Horizontal communication between subsidiaries of the same multinational corpo ration (MNC) is a Problem faced by staff as the demands for communicating across borders are pushed downwards in the organizational hierarchy. Although the choice of English as the common corporate language alleviates some of the hor izontal communication problems, it does not solve them all-particularly not when many subsidiaries are located in non-English speaking countries. In that situation, horizontal communication between subsidiaries can be a significant casualty. In a study of communication within a Finland-based MNC, Kone Elevators, interviews with staff globally revealed problems not only for non-native speakers, but also for native speakers of English. Illustrative interview data suggests that cor porate training schemes should focus on the broad spectrum of international com munication rather than on increasing a systematic knowledge of any one language.

In the past few decades, it has become widely accepted that the lingua franca of international business is English; witness the way companies increasingly choose English as their official corporate language. Although this would seem to facilitate communication, this article argues that the choice of language(s) used is a delicate issue, highlighting the complexities of any split into native/nonnative speakers, and thus requiring considerable people management skills. This article discusses research from the Helsinki School of Economics on language and communication in multinational corporations based in non-English speaking countries. It suggests a reconceptualization of English lingua franca as business English lingua franca (BELF), and argues that BELF is a mostly oral language through which power is wielded in multinationals, and perceptions of self and others created. Moreover, it is not a "cultureless" language, but rather creates new operational cultures. Language choice thus has implications for management, HR, and employee satisfaction.

No abstract

No abstract

Janus, the Roman mythological figure usually depicted as having two faces, one in the back of his head looking to the past and the other in the front looking toward the future, is an apt metaphor for the goals of the Publications Board of the Association for Business Communication's (ABC) special session at the 2005 annual meeting in Irvine, California. Titled "Business Communication Research: Past, Present, and Future," this session, very much like Janus, simultaneously looked to our research past and future to explore the value our research has provided, to give us a clearer idea of why we are focusing on the research we are currently engaged in, and to suggest future research that both academics and practitioners will appreciate.The session's five-person panel, made up of ABC Outstanding Research Award winners and 2005 Best Publication Award recipients, included

No abstract

No abstract