Interlingual translation and the transfer of value-infused practices: An in-depth qualitative exploration

Micropolitical Dynamics of Interlingual Translation Processes in an MNC Subsidiary

“…The authors introduce the concept of ‘self‐interested translation’ (Logemann and Piekkari, , p. 42) to illustrate how a corporate text localized by the subsidiary country manager can act as a form of resistance to the shifting HQ–subsidiary power relations and be deployed to protect the interests of the subsidiary. In a similar vein, Ciuk and James (, p. 567) demonstrate how, in carrying out interlingual translation, subsidiary managers can search for ‘appropriate and productive accommodations between local and extra‐local pressures’. However, while existing research draws attention to the ‘potential for considerable distortion’ (Piekkari, Welch and Welch, , p. 46) arising from translation within MNCs, it gives only limited insights into why and how those translating an HQ‐originated text might distort it.…”

Local intermediaries and their organisational identification in a French subsidiary

“…Their language proficiency may constitute a resource that provide access to more influence than their position and competence would normally grant them (Harzing and Pudelko, 2013;Marschan-Piekkari et al, 1999a;Neeley and Dumas, 2016;Neeley, 2013;Tietze, 2004). They may also use their position as a platform to exercise power from below by regaining local control over meaning (Logemann and Piekkari, 2015) and for constructing a distinct subsidiary identity (Ciuk and James, 2014).…”

“…Subsidiary employees may co-edit corporate messages creatively to make the original intent come through in a different form. However, they may also profit from their intermediary position to gain power from below by acquiring local control over meaning (Logemann and Piekkari, 2015) or for constructing a distinctive subsidiary identity (Ciuk and James, 2014). This raises the question of subsidiary employees' alignment from a headquarters perspective.…”

“…Literature on languages in international business defines employees who, thanks to language competencies, occupy key functions in internal communication in various roles, as language intermediaries, translators or bridging individuals (Andersen and Rasmussen, 2004;Ciuk and James, 2014;Harzing et al, 2011;Marschan-Piekkari et al, 1999a). These are roles that may be delegated formally to, or assumed informally by, expatriates, employees at headquarters or local subsidiary employees with a view to enabling communication to flow smoothly.…”

Multilingual research, monolingual publications: management scholarship in English only?

“…There are some early signs that management researchers are starting to take translation seriously and as such are also contributing to 'opening the black box' (e.g. Janssens et al, 2004;Ciuk and James, 2015;Rovik, 2016;Tietze, 2010). This growth and spread of the application of translation studies in itself provides some substantiation to the argument that, through globalization, natural 11 languages are increasingly meeting and are brought to bear on each other.…”