Corporate Language Proficiency and Reverse Knowledge Transfer in Multinational Corporations: Interactive Effects of Communication Media Richness and Commitment to Headquarters

When distance is good: A construal level perspective on perceptions of inclusive international language use

“…Theoretically, this study has responded to an important research void in linking virtual work and international language use. While language has a profound effect on the management of virtual work groups, only few studies have dealt with this issue so far Klitmøller & Lauring, 2013;Peltokorpi, 2015). Hence, by showing that employees who work virtually will see the language use as more inclusive than those who are physically and psychologically present in the organizations, we have provided relevant new knowledge to a scantly studied area.…”

“…Bjö rkman & Piekkari, 2009;Harzing, Kö ster, & Magner, 2011;Lauring & Selmer, 2010;Zander, Mockaitis, & Harzing, 2011). Finally, while the connection of language management to virtual work is a highly important theme, very few studies have combined the two fields (Hinds, Neeley, & Cramton, 2014;Peltokorpi, 2015;Zander et al, 2012).…”

Let’s Talk about Language: A Review of Language‐Sensitive Research in International Management

“…The second conceptualization in Category 1 assumes that language influences coordination in the MNC through inter‐unit communication and that it can be investigated as an ‘independent variable,’ detached from its cultural context. For example Barner‐Rasmussen and Björkman (), Mäkelä et al () and Peltokorpi () show that inter‐unit communication positively relates to knowledge sharing and that the intensity of such communication is dependent on the extent to which the interacting individuals have a ‘shared’ language. Similarly, the lack of a shared language may lead to negative communication outcomes such as misunderstanding and conflict.…”

The Roles of Subsidiary Boards in Multinational Enterprises

“…First, while this study provides some evidence on the factors influencing the roles of subsidiary boards, we cannot rule out the possibility that we omit a variable that is correlated with our explained and explanatory variables in the model. For example, the international management literature suggests that foreign subsidiaries' language competence plays an important role in knowledge transfer within MNEs (Peltokorpi, 2015;Schomaker and Zaheer, 2014) and in the implementation of foreign subsidiary control (Björkman and Piekkari, 2009). Recently, Piekkari et al (2015) extend this literature to the setting of corporate boards and provide evidence that language diversity at the boardroom can reduce the effectiveness of board functioning.…”