Linguistic and cultural barriers to intercultural communication in foreign subsidiaries

Peltokorpi, Vesa; Clausen, Lisbeth

doi:10.1057/abm.2011.20

Cited by 49 publications

(36 citation statements)

References 33 publications

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“…The notion suggests that expatriate workers in China require some different strategies for managing their careers than those used by expatriates working in the West. In fact, those working for local organizations in China or in any other culturally distant career context should have a well-developed cultural understanding and strong communicative abilities [42]. Moreover, self-efficacy, marital status, and family attachment are vital antecedents, covariates, and consequences of attractiveness to expatriate workers [43], [44].…”

Section: A Features Of Talent Flow In Chinese Organizationsmentioning

confidence: 99%

Talent Management for High-Quality Employee: Example of China

Dan¹

2017

IJTEF

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Abstract-Talent is core competitiveness to the business and nation; the quantity and quality of talent pool will influence the whole nation's development. Consequently, management practices will make a difference in attracting talent, moreover, each national context have its own way to attract talent. This paper focus on the high-quality talent which is corresponding to the national talent program in China. Firstly, define the concept of talent management and high-quality talent management. Secondly, explicitly explain problems of what is high-quality talent, why to highlight this type of talent, how to recruit these talents. Thirdly, research development in high-quality talent management. Finally, limitation and future research.

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Section: A Features Of Talent Flow In Chinese Organizationsmentioning

confidence: 99%

Talent Management for High-Quality Employee: Example of China

Dan¹

2017

IJTEF

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“…Past research has revealed that expatriate job performance plays an important role (e.g., Cote & Miners, 2006). Expatriate cultural adjustment has received attention because expatriates may face cultural challenges while working for MNCs (Peltokorpi & Clausen, 2011). To improve performance and cultural adjustment, researchers attest to the importance of several individual factors and competencies (e.g., Bhatti et al, 2013).…”

Section: Problem Identificationmentioning

confidence: 99%

Managing Successful Overseas Assignments in Malaysia: Social Competencies, Emotional Competencies, Job Performance and Cultural Adjustment

Singh¹,

Mahmood²

2017

IJBM

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This study investigates the impact of social and emotional competencies on job performance and the mediating role of cultural adjustment of expatriates engaged in the ICT sector in Malaysia. This was a quantitative research and using a survey method, data was collected from a sample of 301 expatriates. The AMOS software developed for analyzing the Structure Equation Modeling (SEM) was utilized. The findings revealed that social and emotional competencies have a significant impact towards job performance. The findings also supported the role of cultural adjustment as a mediator between competencies and job performance. The findings supported the results from some earlier studies and also bring out several new ideas such as the importance of competencies and cultural adjustment. The findings have significantly contributed to the advancement of knowledge in job performance and cultural adjustment and it is evident that expatriate social and emotional competencies facilitate job performance and cultural adjustment. The implications were in the areas of expatriate selection, training and support practices. It is recommended that organizations consider both social and emotional competencies and implement suitable HR policies to select the right candidate. The results of this study will add to the current body of knowledge as well as assist in creating foundational solutions to ensure success in expatriate global assignments in Malaysia.

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“…Knowledge of the values, norms and expected behaviours of a given culture, also termed culture-specific knowledge, is therefore best achieved through interaction within that culture. Linguistic excellence has long been promoted in the international business literature as an advantage and asset in cross-cultural management (Harzing and Feely 2008, Peltokorpi and Clausen 2011, Brannen 2015. We adhere to the position that bicultural competences are often (although not always) linked to fluency in two languages (Ringberg et al 2010).…”

Section: Bicultural Competences: a Theoretical Frameworkmentioning

confidence: 99%

Bicultural Resourcefulness in Global Management: From Education to Corporate Collaboration

Clausen¹,

Keita²

2016

cjas

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Biculturals are increasingly viewed as a resource in global business. They are effective in multicultural teams, they are great boundary spanners between corporate headquarters and their subsidiaries, and their abilities are acknowledged in cross-cultural leadership. This article aims to generate typologies that will help global businesses gain a clearer understanding of the competences that biculturals can offer them. This study explores biculturalism in two settings: business education and global corporations. What unique skills and abilities allow biculturals to take advantage of knowledge from two or more cultures? Do they perceive their skills as resources? And how does corporate experience harness bicultural competences? Surprisingly, this study showed that the bicultural students were not aware of their strengths and advantages. In contrast, the corporate study provided ample evidence of how bicultural abilities were acknowledged and leveraged in international business, once bilculturals were established in the workplace. This article presents a theoretical matrix of bicultural competences, based on the concepts of frame switching and meta-cognition. The matrix categories are: 1) bicultural dissonance, 2) bicultural thinking, 3) bicultural action and 4) bicultural competence.

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Linguistic and cultural barriers to intercultural communication in foreign subsidiaries

Cited by 49 publications

References 33 publications

Talent Management for High-Quality Employee: Example of China

Talent Management for High-Quality Employee: Example of China

Managing Successful Overseas Assignments in Malaysia: Social Competencies, Emotional Competencies, Job Performance and Cultural Adjustment

Bicultural Resourcefulness in Global Management: From Education to Corporate Collaboration

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