Language Training for Enhanced Horizontal Communication: A Challenge for MNCs

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.

Review of developments in research into English as a lingua franca

“…On the other hand, NSEs may be considered to be at a disadvantage or even to be a problem. Charles & Marschan-Piekkari (2002), for instance, demonstrate that English NSs are particularly problematic in international business communication because they are more difficult to understand than speakers of other varieties of English. The potentially problematic role of the NS is also the main focus of Sweeney & Zhu's (2010) study.…”

Understanding informal communication in multilingual contexts

“…In organizations that use English as a common language, non-native employees often use their native language for informal talk at meals and other social occasions, excluding those who speak the common language [9,49] while failing to build their own English skills. This avoidance of informal conversation in the lingua franca is problematic because the network ties and information exchange that informal communication facilitates stay bounded within language communities or are channeled through a fluent bilingual speaker [2].…”

“…Non-native speakers may fear appearing incompetent if they seem to misunderstand conversational partners, and therefore may not request needed clarification [25,39]. People may form within-language cliques [9,35,49] for the ease of conversational grounding, as in Figure 1. Non-native speakers may also lack culturally specific knowledge needed to engage in informal communication that is fundamental to maintaining awareness, developing relationships, and coordinating activities on the fly [35,49].…”

Diversity management in transcultural organizations

“…Failing to establish a common language or failing to be sensitive to those who are less proficient in that common language can lead to major comprehension problems, language-based power division, and feelings of isolation (Charles and Marschan-Piekkari 2002). All of these can and do affect corporate performance over the long-term (Christiansen 2012;Hitt et al 2012).…”