[lg policy] bibitem: The role of language(s) in business: three danish cases and their corporate language policies

Harold Schiffman hfsclpp at GMAIL.COM
Sun Aug 29 16:00:00 UTC 2010

The role of language(s) in business: three danish cases and their
corporate language policies
Full text 	PdfPdf (379 KB)
	Proceedings of the 3rd international conference on Intercultural
collaboration table of contents
Copenhagen, Denmark
POSTER SESSION: Poster session 1: intercultural communication, virtual
teams, and technology table of contents
Pages: 207-210
Year of Publication: 2010
Nina Bellak 	 Copenhagen Business School, Copenhagen , Denmark
SIGCHI: ACM Special Interest Group on Computer-Human Interaction
ACM  New York, NY, USA
Downloads (6 Weeks): 3,   Downloads (12 Months): 3,   Citation Count: 0
Additional Information: 	

abstract   references   index terms
Tools and Actions: 	Request Permissions Request Permissions    Review
this Article
Save this Article to a Binder    Display Formats: BibTeX  EndNote ACM Ref
DOI Bookmark: 	Use this link to bookmark this Article:
What is a DOI?


This paper examines corporate and individual solutions to overcome
language barriers in international business contexts. Specifically,
attention is focused on decisions that go beyond 'English only'; in
which context and why do languages other than English come into play?
Qualitative interview data, collected from three Danish multinational
corporations (MNCs), provides evidence that languages other than
English are used and needed for several reasons, such as lacking
English skills of interlocutors. A formalized language policy might
help multinationals overcome the language barrier more efficiently and
manage language effectively in the future.


Note: OCR errors may be found in this Reference List extracted from
the full text article. ACM has opted to expose the complete List
rather than only correct and linked references.
Andersen, H., and Rasmussen, E.S. The role of language skills in
corporate communication. Corporate Communications: An International
Journal 9, 3 (2004), 231--242.
Charles, M., and Marschan-Piekkari, R. Language Training for Enhanced
Horizontal Communication: A Challenge for MNCs. Business Communication
Quarterly 65, 2 (2002), 9--29.
Coulmas, F. Language and economy. Blackwell, Oxford, 1992.
Dhir, K.S., and Gòkè-Paríolá, A. The case for language policies in
multinational corporations. Corporate Communications 7, 4 (2002),
Feely, A.J., and Harzing, A.W.K. Language Management in Multinational
Companies. Cross Cultural Management: An International Journal 10, 2
(2003), 37--52.
Fredriksson, R., Barner-Rasmussen, W., and Piekkari, R. The
multinational corporation as a multilingual organization - The notion
of a common corporate language. Corporate Communications: An
International Journal 11, 4 (2006), 406--423.
Grinsted, A. Foreign Language Analysis in Industrial Regions of
Europe. Questionnaire Survey Denmark, Handelshøjskole Syd, Kolding,
Hagen, S. Effects on the European Union Economy of Shortages of
Foreign Language Skills in Enterprise (ELAN), 2006. Available at
Hagen, S. (ed.). Business Communication Across Borders - A Study of
Language Use and Practice in European Companies (Elucidate). Languages
National Training Organisation, London, 1999.
Harzing, A.W.K, and Feely, A.J. The language barrier and its
implications for HQ-subsidiary relationships. Cross Cultural
Management: An International Journal 15, 1 (2008), 49--61.
Harzing, A.W.K., Köster, K., and Magner, U. Babel in business: The
language barrier and its solutions in the HQ-subsidiary relationship
(in press for Journal of World Business, 2010). Available at
Henderson, J.K. Language Diversity in International Management Teams.
International Studies of Management & Organization 35, 1 (2005),
Lavric, E. Code choice in der internen und externen
Unternehmenskommunikation, in Organisationskommunikation. Grundlagen
und Analysen der sprachlichen Inszenierung von Organisation
(Managementkonzepte 34) (2008), Rainer Hampp Verlag, München / Mering,
Louhiala-Salminen, L., Charles, M., and Kankaanranta, A. English as a
lingua franca in Nordic corporate mergers: Two case companies. English
for Specific Purposes 24, 4 (2005), 401--421.
Maclean, D. Beyond English: Transnational corporations and the
strategic management of language in a complex multilingual business
environment. Management Decision 44, 10 (2006), 1377--1390.
Marschan, R., Welch, L., and Welch, D. Language: The Forgotten Factor
in Multinational Management. European management journal 15, 5 (1997),
Marschan-Piekkari, R., Welch, D., and Welch, L. In the shadow the
impact of language on structure, power and communication in the
multinational. International business review 8, 4 (1999b), 421--441.
Marschan-Piekkari, R., Welch, D., and Welch, L. Adopting a common
corporate language: IHRM implications. The international journal of
human resource management 10, 3 (1999a), 377--390.
Miles, M.B., and Huberman, A.M. Qualitative data analysis: an expanded
sourcebook, 2nd edn. Sage, Thousand Oaks, 1994.
Poncini, G. Multicultural Business Meetings and the Role of Languages
other than English. Journal of Intercultural Studies 24, 1 (2003),
2Spolsky, B. Language Management. Cambridge University Press, Cambridge, 2009.
Thomas, C.A. Bridging the Gap between Theory and Practice: Language
Policy in Multilingual Organisations. Language Awareness 17, 4 (2008),
Vandermeeren, S. Fremdsprachen in europäischen Unternehmen.
Untersuchungen zu Bestand und Bedarf im Geschäftsalltag mit
Empfehlungen für Sprachenpolitik und Sprachunterricht. Heidrun Popp
Verlag, Waldsteinberg, 1998.
Verstraete-Hansen, L. Hvad skal vi med sprog? - Holdninger til
fremmedsprog i danske virksomheder i et uddannelsespolitisk
perspektiv. Produktion CBS Communication & Marketing, København, 2008.
Welch, C., and Marschan-Piekkari, R. Handbook of Qualitative Research
Methods for International Business. Edward Elgar Publishing Limited,
Cheltenham, 2004.
Welch, D., Welch, L., and Piekkari, R. Speaking in Tongues: The
Importance of Language in International Management Processes.
International Studies of Management & Organization 1, (2005), 10--27.

N.b.: Listing on the lgpolicy-list is merely intended as a service to
its members
and implies neither approval, confirmation nor agreement by the owner
or sponsor of the list as to the veracity of a message's contents.
Members who disagree with a message are encouraged to post a rebuttal,
and to write directly to the original sender of any offensive message.
 A copy of this may be forwarded to this list as well.  (H. Schiffman,

For more information about the lgpolicy-list, go to

This message came to you by way of the lgpolicy-list mailing list
lgpolicy-list at groups.sas.upenn.edu
To manage your subscription unsubscribe, or arrange digest format: https://groups.sas.upenn.edu/mailman/listinfo/lgpolicy-list

More information about the Lgpolicy-list mailing list