11th gem&l international workshop on management &...

11th GEM&L International Workshop on Management & Language

Copenhagen, 4-5 July 2017

COPENHAGEN BUSINESS SCHOOL Porcelænshaven 20, 2000 Frederiksberg, Denmark

Revisiting Multilingualism at Work: New Perspectives in Language-Sensitive Research in International Business

PROGRAMME

WIFI:CBS-GUEST-Username:[email protected]:Ub6gjd

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PROGRAMMEOUTLINE

Monday,July3rd201718:30-19:30 GEM&Ladvisoryboardmeeting:RestaurantLaVecchiaGastronomia19:30-21:30 WelcomeDinner:RestaurantLaVecchiaGastronomia,FalkonerAllé17,

Frederiksberg,Tuesday,July4th201708:00-09:00 Registrationandcoffee:Ovnhallen09:00-09:30 Welcomeaddress:Ovnhallen

DorteSALSKOVIVERSEN,VicePresidentforInternationalAffairs,CopenhagenBusinessSchool

PhilippeLECOMTE,PresidentofGEM&L DorteLØNSMANN,CopenhagenBusinessSchool09:30-10:30 Firstkeynoteaddress:Prof.JoANGOURI,UniversityofWarwick

“Thepoliticsoflanguageinthemultilingualworkplace”10:30-11:00 Coffeebreak 11:00-12:30 ParallelSessionsI:PH407–PH408–PH11012:30-14:00 Lunch14:00-15:30 ParallelSessionsII:PH407–PH408–PH11015:30-16:00 Coffeebreak16:00-17:00 Roundtable:Ovnhallen"Newfrontiersinlanguage-sensitiveIBresearch". Facilitator:Dr.BettyBeeler17:00-18:00 GEM&Lannualgeneralmeeting:PH407 19:30 Conferencedinner:RestaurantOfelia,Sankt Annæ Pl. 36, 1250 København K EFMD and CARLSBERG Foundation best paper awards ElkeCARVALHOHERNANDES,EFMDWednesday,July5th201708:30-09:00 Coffee:Ovnhallen09:00-10:00 Secondkeynoteaddress:Ovnhallen BrettScottCHAPPELL,Nordea,InvestmentManagement “Navigatingthelinguisticandculturalshoals–aninsider’sguide”.10:00-10:30 Coffeebreak10:30-12:00 Doctoralsessionfacilitatedbyseniorscholars:PH407–PH408–PH11012:00-13:30 Networkinglunch(CarlsbergFoundation)13:30-15:00 ParallelsessionsIII:PH407–PH408–PH11015:00-15.30 Coffeebreak15:30-16:30 Thirdkeynoteaddress:Ovnhallen Prof.DeniceandLawrenceWELCH,Melbourne University Business School, andProf.

RebeccaPIEKKARI,AaltoUniversityBusinessschool: ”No longer forgotten? Language in International Business”16:30-17:00 Closing:Ovnhallen17:00-18:00 Reception(Institutfrançais)togetherwithEGOSsub-themeOrganizations,

Language/sandMobility/ies:Ovnhallen


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FULLPROGRAMME

Monday,July3rd201718:30-19:30 GEM&Ladvisoryboardmeeting:restaurantLaVecchiaGastronomia,19:30-21:30 WelcomeDinner:restaurantLaVecchiaGastronomia,FalkonerAllé17,

Frederiksberg,

Tuesday,July4th201708:00-09:00 Registrationandcoffee:Ovnhallen09:00-09:30 Welcomeaddress:Ovnhallen

DorteSALSKOVIVERSEN,VicePresidentforInternationalAffairs,CopenhagenBusinessSchool

PhilippeLECOMTE,PresidentofGEM&L DorteLØNSMANN,CopenhagenBusinessSchool09:30-10:30 Firstkeynoteaddress:Prof.JoANGOURI,UniversityofWarwick

“Thepoliticsoflanguageinthemultilingualworkplace”

10:30-11:00 Coffeebreak 11:00-12:30 ParallelSessionsI:PH407–PH408–PH110Track1:Newdirectionsinresearchonmanagement&language

Track2:Language&power Track3:Languageidentity,networksandsocialcapital

Chair:R.Piekkari Chair:J.Angouri Chair:S.TietzeRoomPH.407 RoomPH.408 RoomPH.110HeleneTenzer,SiriTerjesen,Anne-WilHarzingTübingenUniversity,NationalAmericanUniversity,Indianapolis,USA,MiddlesexUniversity,London,UKLanguageinInternationalBusiness:AReviewandAgendaforFutureResearch

PeterDaly,DennisDavyEDHEC,Lille,FranceNavigatingInstitutionalEnglishizationatFrenchBusinessSchools

AndrewJohn,OnurÖzgürMelbourneBusinessSchool,AustraliaANetworkModelofLanguageUseinOrganizations

WilhelmBarner-RasmussenÅboAcademyUniversity,Turku,FinlandLinguisticandculturalskills–whatmoreisthere?AnAbility-Motivation-Opportunityperspectiveonboundaryspanninginmultinationals

SierkA.HornLudwigMaximilianUniversityofMunich,GermanyLanguage,lies&liability:Stereotypesandtheirimpactonperformanceinworkenvironments

AndersKlitmøllerUniversityofSouthernDenmark,Slagelse,DenmarkABourdieusianpracticeperspectiveonthemulti-lingualMNC:Theroleofcommon-languagecapital

ClaudineGaibroisUniversityofStGallen,SwitzerlandWe’renotthereyet:Openingupnewavenuesforlanguage-sensitiveresearchinInternationalBusiness

GuroSandenCopenhagenBusinessSchoolDenmarkThesecond-classNorwegian:MarginalisationofNynorskinNorwegianbusiness

SusanneLeskWU–ViennaUniversityofEconomicsandBusiness,AustriaMultilingualorganisationsandstafflinguisticidentities:Challengingorfacilitatingperformancesofemployees?Alanguage-needsperspective

12:30-14:00 Lunch


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14:00-15:30 ParallelSessionsII:PH407–PH408–PH110Track4:Multilingualpractices Track5:Languagepolicies Track6:Languageacrosscultural&

knowledgeborders

Chair:W.Barner-Rasmussen Chair:S.Horn Chair:A-W.HarzingRoomPH.407 RoomPH.408 RoomPH.110StephanieJoKent,JeffreyA.KappenDrakeUniversity,DesMoines,USAInterpretingEureka!ThePossibilitiesofPlurilingualism

NatalieWilmotSheffieldBusinessSchool,UKTheImportanceofLuck,ChanceandBricolageintheLanguageManagementPracticesofBritishSMEs

WannenmacherDelphineCEREFIGE,UniversitédeLorraine,FranceThemultilingualismintheworkingteams:whentheprofessionallanguagescreateknowledgeboundaries.

PäiviKarhunen,AnneKankaanranta&LeenaLouhiala-SalminenAaltoUniversitySchoolofBusiness,Helsinki,Finland(Re-)conceptualizingtheMNCasamultilingualorganization:Insightsfromsociolinguistics

MichelLefevre,CorineNavarro,CatherinePelissero-BennetauUniversitéPaulValéryMontpellier3,FranceLinguisticsindecisionprocesses:towardsanewapproachtomultilingualismatwork.

MichałWilczewski,Anne-MarieSøderberg,ArkadiuszGutUniversityofWarsaw,Poland, CopenhagenBusinessSchool,Denmark,TheJohnPaulIICatholicUniversityofLublin,PolandCommunicationEncountersofPolishExpatriatesinaChineseSubsidiaryofaWesternMNC

MaryVigierESCClermont,FranceStrategiesforManagingLanguageChallengesinMulticulturalTeamInteractions:TheImpactofDiversityinFluencyLevels

MaïtéHilty,HélèneLanginierStrasbourgSchoolofManagementIntroductionofEnglishasacommonlanguagethankstoblendedlearningatHagerGroup:abusinesscase

15:30-16:00 Coffeebreak16:00-17:00 Roundtable:Ovenhallen "Newfrontiersinlanguage-sensitiveIBresearch".

Prof.Anne-WilHarzing,Dr.DorteLønsmann,Dr.SierkHorn,Prof.SusanneTietze Facilitator:Dr.BettyBeeler 17:00-18:00 GEM&Lannualgeneralmeeting:PH407 19:30 Conferencedinner:RestaurantOfelia,Sankt Annæ Pl. 36, 1250 København K EFMD and CARLSBERG Foundation best paper awards


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Wednesday,July5th201708:30-09:00 Coffee:Ovnhallen09:00-10:00 Secondkeynoteaddress:Ovnhallen BrettScottCHAPPELL,NordeainvestmentManagement “Navigatingthelinguisticandculturalshoals–aninsider’sguide”. 10:00-10:30 Coffeebreak

10:30-12:00 ParallelsessionsIII:PH407–PH408–PH110

Doctoralsession1 Doctoralsession2 Track7:Languageissuesininternationalcontexts

Chairs:S.Tietze,W.Barner-Rasmussen

Chair:R.Piekkari,L.Welch, Chair:D.Lønsmann

RoomPH.407 RoomPH.110 RoomPH.110AlbertKrisskoy,MatevžRaškovićLjubljanaUniversity,SloveniaLanguage-basedexclusionandteamcohesion:tripartitemechanismmodel

PaoloDalBoESCP-EUROPE,Paris,FranceLanguageandexpatriates'Psychologicalhealth:aLacanianapproach

StefanieStadlerNanyangTechnologicalUniversity,Singapore HumourasconflictmanagementstrategyinJapanesebusinesscommunication

VincentMontenero,CristinaCazorzi–MartinezDauphineUniversity,Paris,FranceTheenforcementofEnglishasacorporatelanguagebyanItalianMNC:whatimpactonthebalanceofpowerbetweenheadquartersandsubsidiaries?

KyoungmiKim,JoAngouriTheUniversityofWarwick,UK’Thereisalwaysgoingtobealanguagebarrier’.Languageproblemsinamultinationalcompany

JuanCarlosDiazVasquez,MariaAlexandraGuerraArangurenUniversidadEAFIT,Medellin,ColombiaTermdefinitionsanditsimpactinaccuratecommunicationforCustomsPracticesatInternationallevel.CaseColombia.

MaiAl-Naemi,LondonSchoolofEconomics,GBTheconstructoflanguageadvice

KristinaHumonen,JoAngouriTheUniversityofWarwick,UK‘HelloGoogleTranslate!’MethodologicalImplicationsforStudyingMultilingualismintheWorkplace

JosianeMartinOBrien,JohnE.O’BrienESCP-EUROPE,Paris,FranceInternationalManagementLanguage(IML)confrontsIndianManagerialPractice:betweenManagerialAssertionandAccommodation

12:00-13:30 Networkinglunch(CarlsbergFoundation)


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13:30-15:00 ParallelsessionsIV:PH407–PH408–PH110Track8:Language&Humanresources(careers)

Track9:Newdirectionsinresearchonmanagement&language

Doctoralsession3

Chair:MaryVigier Chair:BettyBeeler Chairs:J.Angouri,A-W.Harzing,D.Welch

RoomPH.407 RoomPH.408 RoomPH.408MariaJärlström,RebeccaPiekkariAaltoUniversity,SchoolofBusiness,Helsinki,FinlandTooqualifiedtofitin?Howlanguagemisfitcanaffectcareermobility

CherylCordeiroUniversityofGothenburg&ABBCorporateresearch,SwedenLanguageasaheteroglot:thebridgingqualitiesofSwedish-English(SweE)andSingaporeColloquialEnglish(SCE)incross-culturalworkingenvironments

NoreenGeenen,KatrinMuehlfeldUniversitätTrier,GermanyCreativeworkinforeignlanguagesettings

Louis-MarieClouet,MariannaGyapay, ISIT,Paris,FrançoisGrima, IRG/UPEC,PaulinedeBecdelièvre,LISPE/IGSRH,ARGEPA/UNIVERSITEPARISIICareerstrategiesandmultilingualism:CareerscriptsofconferenceinterpretersonthelargeParisianmarket

DavidM.Boje,EtienoEnangNewMexicoStateUniversity,USA,UniversityofStrathclyde,UKAntenarrativeEmbodimentContributionstoLanguagePerformanceinInternationalBusiness

LongCui,JongWookKwonKangwonNationalUniversity,SouthKoreaLanguageResearchinInternationalBusiness:Anauthorco-citationanalysis

DardodeVecchi,GenevièveTréguer-FeltenKedgeManagementschool&CEDISCOR,Paris3-SorbonneNouvelle,CNRS,FranceSeekingthehiddenareasofmanagementlanguage-relatedresearch

LeaHärtel,MariaThalmannCopenhagenBusinessSchool,DenmarkLanguagePolicyCommonCorporateLanguageOrganizationalChangeChangeImplementationCaseStudy

15:00-15.30 Coffeebreak15:30-16:30 Thirdkeynoteaddress:Ovnhallen Prof.DeniceandLawrenceWELCH,Melbourne University Business School, andProf.

RebeccaPIEKKARI,AaltoUniversityBusinessschool: ”No longer forgotten? Language in International Business” 16:30-17:00 Closing:Ovnhallen17:00-18:00 Reception(Institutfrançais)togetherwithEGOSsub-themeOrganizations,

Language/sandMobility/ies:Ovnhallen


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ABSTRACTSFORTHECONFERENCETrack1:Newdirectionsinresearchonmanagement&languageHeleneTenzer,SiriTerjesen,Anne-WilHarzing,TübingenUniversity,NationalAmericanUniversity,Indianapolis,USA,MiddlesexUniversity,London,UKLanguageinInternationalBusiness:AReviewandAgendaforFutureResearchA fast growing number of studies demonstrates that language diversity influences almost all managementdecisionsinmodernmultinationalcorporations.Whereasnodoubtremainsaboutthepracticalimportanceoflanguage,theempiricalinvestigationandtheoreticalconceptualizationofitscomplexandmultifacetedeffectsstill presents a substantial challenge. To summarize and evaluate the current state of the literature in acoherentpictureinformingfutureresearch,wesystematicallyreview264articlesonlanguageininternationalbusiness.Wescrutinizethegeographicdistributionsofdata,evaluatethefield’sachievementstodateintermsof theoriesandmethodologies,andsummarizecore findingsby individual,group, firm,andcountry levelsofanalysis.Foreachofthesedimensions,wethenputforwardafutureresearchagenda.Weencouragescholarstotranscenddisciplinaryboundariesandtodrawon, integrate,andtestavarietyoftheoriesfromdisciplinessuch as psychology, linguistics, and neuroscience to gain a more profound understanding of language ininternational business.Weadvocatemoremulti-level studies and cross-national research collaborations andsuggestgreaterattentiontopotentialnewdatasourcesandmeansofanalysis.WilhelmBarner-Rasmussen,ÅboAcademyUniversity,Turku,FinlandLinguisticandculturalskills–whatmoreisthere?AnAbility-Motivation-OpportunityperspectiveonboundaryspanninginmultinationalsThequestionexploredinthispaperiswhyindividualsattainpositionsas'boundaryspanners'inmultinationalcorporations,with a specific focus on linguistic and cultural skills as potential drivers of boundary spanning.Theoretically, the paper is framed in terms of the Ability-Motivation-Opportunitymodel of human resourcemanagement,whichconsidersorganizationalmembers'work-relatedperformancetobeafunctionofability,motivation,andopportunitytoperform(e.g.,Lepaketal.,2006;Liao,Toya,Lepak,&Hong,2009;Jiang,Lepak,HuandBaer,2012).Previousresearchonboundaryspannerstendstoemphasizeabilityovermotivationandopportunity. Yet, my preliminary analyses suggest that these factors may in fact precede or drive ability,whereasabilityalonemaynotbeasufficientconditionforboundaryspanning.Theseresultshighlighttheneedfor holistic and interdisciplinary research accounting for both business, linguistic, and psychologicalperspectivesonboundaryspanners.ClaudineGaibrois,UniversityofStGallen,SwitzerlandWe’renotthereyet:Openingupnewavenuesforlanguage-sensitiveresearchinInternationalBusinessThis short paper suggests a number of new conceptual, methodological and empirical avenues for furtherresearchin language-sensitiveInternationalBusinessresearch.Onaconceptual level, itproposestoquestionthe often implicit equation of languages with national languages by adopting a more dynamic notion ofmultilingualism.Drawingon linguistic literature, it puts forward anunderstandingof languageuse as hybridprocess.Onamethodologicallevel,thepapersuggeststoadoptawiderrangerofmethodsofdatacollection.So far, interview-based case studies represent the privileged form of study design in language-sensitiveresearchinInternationalBusiness.Onanempiricallevel,thepaperputsforwardthatvariousempiricalterrainsremainunderexploredsofar.Also,itclaimsthatgiventheoverrepresentationofmanagersinresearchdesignsandsamples,employeesinnon-managerialoccupationsandpositionsdeservemoreattention.Thepaperalsorepresents a call for conducting more interdisciplinary research that brings various conceptual andmethodologicalapproachestogether.Track2:Language&powerPeterDaly,DennisDavy,EDHEC,Lille,FranceNavigatingInstitutionalEnglishizationatFrenchBusinessSchools


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This paper investigates how business school facultymembers in France navigate an increasingly Englishizedmanagementacademyandhowtheyactivelyorpassivelyendorse,conformtoorresist theuseofEnglish intheirresearch,teachingandadministrativeduties.EnglishizationwithintheFrenchbusinessschoolacademiclandscapeisoutlined.SixfacultyprofilesareidentifiedbasedontheirmasteryofEnglishandFrenchandtheirlinguistic background, and interviewed to ascertain their perception of and reaction to this growingEnglishization.Adiscourseanalysisframeworkrevealstheissuesandchallengesfacingdifferentfacultyprofilesatthreelevelsofanalysis:amacromanagementacademysystemlevel,amesoinstitutionallevelandamicroindividuallevel.Thisresearchshouldbeofparticularinteresttobusinessschooladministratorsandacademicleaders,whomanagediversefacultyprofilesandtoacademicsenteringthemanagementacademyinFrance.SierkA.Horn,LudwigMaximilianUniversityofMunich,GermanyLanguage,lies&liability:StereotypesandtheirimpactonperformanceinworkenvironmentsInspiteofthesignificancenowascribedtoAnglophoneproficiencyasafactorofmanagementinmultinationalorganisations,weknowlittleaboutwhatassumptionsaboutastrongcommandofEnglishasaprerequisiteforcareersuccessdoestopeople. There isagapbetweentheexpectationtosimplyfunction inEnglishandtheapprehensionthatone’sEnglishexpression is insufficienttopresentoneself inthebestpossibleprofessionallight–oftenaproblemfornon-nativespeakers thoughnativespeakershavetrouble, too. Thisstudyarguesthatstereotypesaboutinadequatelanguageproficiencyand,connectedtothis,worriesaboutlookingineptfortheworldofworkaddextracognitiveandemotionalpressure.Aseriesofexperimentsinvestigatedtheeffectsof‘stereotypevulnerability’ofnon-nativespeakersofEnglishondifficultreasoningtests.Itvariedtheextenttowhichparticipantscouldexpecttobestereotyped(withAnglophoneskillsetsbeingpresentedasenablingprofessionalability).ConsistentwiththeclaimofthisstudyIfoundthatindividualsdifferintheirperformancewhen conscious about their stereotyped status. The outlook of being at risk of conforming to a stereotypeabout inappropriate Anglophone communication skills was related to impaired performance. Sensitivitytowards possible bias spills over into domains other than the initial impugning sphere. The results arediscussedin lightofpreviousworkonstereotypethreat. Inadditiontodealingwiththechallengesposedbydifficult reasoning tests, it is argued that participants may have wondered whether their behaviour isinterpretedintermsoftheirsituationalpredicament(andlesssointermsofindividualmerit).Suchsuspicionsseriouslydivertcognitiveresources.ThestudydiscusseswhatcanbedoneaboutthedisadvantagesthroughtheimminentinsecuritybroughtaboutbyexpectationstocompeteinAnglophonesettings. GuroSanden,CopenhagenBusinessSchool,DenmarkThesecond-classNorwegian:MarginalisationofNynorskinNorwegianbusinessThispaperexaminestheuseoftheNorwegianlanguagebycompaniesinNorwaywithaparticularfocusontheuse of the Norwegian written standard Nynorsk. By adopting a legal perspective on the language policy ofNorwayas stipulatedby theNorwegianMinistryofChurchandCulture (2008) andThe LanguageCouncil ofNorway(2005)thepaperinvestigateshowthe500largestfirmsinNorwaymeasuredbyrevenuecomplywiththe Norwegian language requirement of the Norwegian Accounting Act. The findings show that the use ofNynorsk is marginal, as only five of the 500 companies presented their annual reports in Nynorsk for thefinancialyearof2015.Thepaperconcludesthatthecurrent languageregulation is toovaguetosupporttheofficial languagepolicygoalofmaintainingbothNynorskandBokmålasfunctionalvariantsoftheNorwegianlanguage, and current language practices demonstrate thatNynorsk has become a second-class language inNorwegianbusiness.Track3:Languageidentity,networksandsocialcapitalAndrewJohn,OnurÖzgür,MelbourneBusinessSchool,AustraliaANetworkModelofLanguageUseinOrganizationsIt iswell established in themanagement and international business literatures thatmultinational firms faceparticular challengesarising fromtheneed tooperate inmultiple languages.Webuilda structuralmodeloflanguage use for information transmission/processing in a simple network to describe business structure: a


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singleheadquarters(H)andafinitenumberofsubsidiaries,whereeachofthesebusinessunitsislocatedinadifferent country where possibly a different language is spoken. We analyse a two-stage game where thebusiness unitsmake choices about language use in the first stage and play amessage sending game in thesecond,withthesuccessful transmissionofmessagesdependingonthechoices inthefirststage.Ourmodelaims to explain (i) team dynamics partly as reactions to language capital and vice versa, (ii) organizationalstructure as a reaction to language capital and vice versa, and (iii) the relative use-frequency of languageswithinanetworkasstrategicchoices.AndersKlitmøller,UniversityofSouthernDenmark,Slagelse,DenmarkABourdieusianpracticeperspectiveonthemulti-lingualMNC:Theroleofcommon-languagecapitalIn the latter yearspractice theoretical approacheshasgained increasedmomentumwithinorganizationandmanagement studies (Jarzabkowski & Spee, 2009; Schatzki, 2006;Whittington& Seidl, 2014). However, wehave yet to explore the full potential of deploying a Bourdieusian lens on language use in the MNC.Consequently, this short paper seeks to contribute to this emergent stream of research by promoting aBourdieu inspiredpracticeperspectiveon languageuse inthemultilingualMNCby i)situatingthenotionsofhabitus,capitalandfieldwithinlanguagesensitivestudiesoftheMNC;ii)exploringtheinterrelationbetweenhabitusandcapitalinthecontextoftheMNC-as-field,byintroducingthenotionofcommon-language-capital.SusanneLesk,WU–ViennaUniversityofEconomicsandBusiness,AustriaMultilingualorganisationsandstafflinguisticidentities:Challengingorfacilitatingperformancesofemployees?Alanguage-needsperspectiveDrawing on literature from applied (socio)linguistics and management studies, this paper looks at identityconstructionsinmultilingualorganisations.Processesofidentificationinorganisationsarelinkedtoconceptsofemployee retentionandorganisational commitment. This is also true for constructionprocessesof linguisticidentity in organisations. Focusing on the identity-building function of languages for their speakers, thispresentationexaminesandreconstructs the linguistic identitiesofemployeesandmanagers inamultilingualsetting.First,thenotionofthe“multilingualorganisation”isdefined,whichisthenlinkedtolinguisticidentityby introducing a needs perspective. Individual and social parts of linguistic identity are discussedwith bothindividualandorganisationalneedstakenintoaccount.Morespecifically, it isaskedwhatimpactmultilingualworking environments have on employees’ constructions of linguistic identity. The nature of the chosenresearch question implies a qualitative design. The study is explorative in character: a case study in a smallmultilingualenterprisebasedinabilingualregioninItaly(SouthTyrol)hasbeenconducted.Thestudymakesuse of multiple sources and methods (linguistic autobiographies of managers and employees, in-depthinterviewsandobservations). In thispresentation first results to capture linguistic identities inorganisationsandtheirimpactonindividualandorganisationaloutcomesareshown. Track4:MultilingualpracticesStephanieJoKent,JeffreyA.Kappen,DrakeUniversity,DesMoines,USAInterpretingEureka!ThePossibilitiesofPlurilingualismGiventhe rising interest in issues surrounding language use and language policies incontemporaryorganizations, this paper aims toenrichtheorizingon language inglobal firmsbypresentinghomolingualismand plurilingualism as key tensionsthat exist within organizations inwhich multiple languages are used.Thistheoretical framinghastheadvantageofhighlightingtherelationalnatureofcommunicationwhetherornotmore than one language is actually used within anorganization withmultilingual employees. Languagechoicesanddiscursivestrategies,embeddedwithinorganizationalpoliciesandinterpersonalrelations,create,reinforce, or maintain linguascapes with eitherplurilingualor homolingual characteristics. We analyze datafrom fieldwork conducted in alarge,multilingual firm in Southern India aboutlanguage use and innovationtoreflect on some underlying and previously unnamed assumptions about solutionsto language issuesinmultinationalcorporations.


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PäiviKarhunen,AnneKankaanranta&LeenaLouhiala-Salminen,AaltoUniversitySchoolofBusiness,Helsinki,Finland(Re-)conceptualizingtheMNCasamultilingualorganization:InsightsfromsociolinguisticsThis paper advances the understanding of the MNC as multilingual organization with insights fromsociolinguistics.WediscusssociolinguisticapproachestowardsmultilingualismintheMNCcontext,andapplytheconceptofEnglishaslinguafranca(ELF)toelaboratethepositionofEnglishinthemultilingualrealityoftheMNC. We start from House’s (2003) categorization of languages into “languages of communication” and“languages of identification”. We extend this conceptualization by further dividing “languages ofcommunication” into two forms that serve different functions; “official” English used in corporatecommunicationsandEnglishasaBusinessLinguaFranca(BELF)usedasworkinglanguagewithintheMNC.Thisresultsinamulti-levelframeworkoftheMNCasmultilingualorganization,whereindividual-level“languagesofidentification”,interaction-levelBELFandcorporatelevel“official”Englishco-existandinteract.Indoingso,weadd clarity to the yet underdeveloped concepts of “corporate language” and lingua franca in internationalmanagementresearch.MaryVigier,ESCClermont,FranceStrategiesforManagingLanguageChallengesinMulticulturalTeamInteractions:TheImpactofDiversityinFluencyLevelsThepurposeofthispaperistoexplorehownewly-formedmulticulturalteamsdevisestrategiesformanagingtheirlanguagechallenges,andhowtheseprocessesmaybeaffectedbydifferencesinlanguagefluencywithinthe teams. Using a case-study research design, the author investigated threemulticultural problem-solvingteamswithinamanagementintegrationprograminamultinationalcompanyinFrance.Thecompletedata-setincludes 37.5 hours of observations and 49 hours of semi-structured interviews. The datawere coded andanalyzedusing the computer softwareprogram for qualitative researchmethods,NVivo. Findings indicatedthatallteamsexperiencedlanguagechallengesanddevelopedstrategiesforcoping,buttheseprocessesvariedin formaccordingto thedynamicswithineachteam. Findingsalsoshowedthat teamcomposition linkedtolanguage fluency fault lines impacted on both the language challenges the teams experienced and theeffectiveness of the strategies they put into place to handle these. Understanding the effects of languagefluency dynamics on cross-cultural team processes enables managers to help members develop moresuccessfulbehavioralpatternsbybeingattentivetolanguagefluencylevelsandteamcomposition.Thestudyextends and complements previous multicultural team research by providing in-depth insights into teamdynamicsandfunctioningatthemicro-level.Track5:LanguagepoliciesNatalieWilmot,SheffieldBusinessSchool,UKTheImportanceofLuck,ChanceandBricolageintheLanguageManagementPracticesofBritishSMEsAlthoughthe language sensitive international business literature has grown considerably over the past tenyears, themajorityofempiricalwork in thisareahasbeen located inMNEs,and thus there is still relativelylittle known about language management in smaller organisations. Using a qualitative, case studymethodologyoffourBritishSMEs,thispaperexploresthepracticeswhichsmallercompaniesuse inordertomanagelinguisticdiversityintheirinternationalsupplychains.ThestudyhighlightsthatresourceavailabilityisakeyissueforSMEs,anddemonstrateshowtheyusecreativepracticesandabricolageapproachinordertoovercomelinguisticboundaries,ratherthanengaginginstrategicdecisionmakinginthisarea.

MichelLefevre,CorineNavarro,CatherinePelissero-Bennetau,UniversitéPaulValéryMontpellier3,FranceLinguisticsindecisionprocesses:towardsanewapproachtomultilingualismatwork.Our paper brings forward research about process decision learning. Using empirical linguistic methods, weexplore the notion of decisions within organizations gathering diverse protagonists at cultural and identitylevels.Gainingadeepunderstandingofanteandpostdecisionprocesses,includinglinguistic,seemsessentialinordertoimprovedecisionlearningsuchasitiscurrentlyavailable.Theacademicframeofthecontributionis


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based upon the «THE TEACHER-STUDENT RELATION» conference by Mary Parker Follett, an Americanauthor of the Progressive Era. Follett extends hereby her conception of «RECIPROCAL LEADERSHIP», builtuponactsofdecision,toteacherstudentrelations.Accordingtoher,bothteachersandbusinessmen«areinapositiontotryouttheirideasofhumanrelations».Investigatedcorpusescomefromgroupsofentrepreneursacting from local to international levels.A cognitive frameofdecisiondoesappear, includingagent,patient,objectandimplicatures.Henceforth,acentralquestionarisesaboutcollectivedecisionbuilding:maytheagentbeapluralentity?MaïtéHilty,HélèneLanginier,StrasbourgSchoolofManagementIntroductionofEnglishasacommonlanguagethankstoblendedlearningatHagerGroup:abusinesscaseLanguagepoliciesorientationwithinMNCshaveraisedmanydebatesamongscholarsbetweentheproponentsof the impositionofa common languageand theonesdenouncing thispracticeashegemonic.However, anincreasing number of organisations strive to introduce a common language -often English- to support theirinternationalisationstrategy.Wefocusinthispaperonthepracticalaspectsofthisintroduction,whatarethebetterwaysforteachingEnglishtoalargenumberofemployeesinsuchasituation?Atatimewhene-learningis developing and budgets are often restricted, it is important forMNCs to optimize their language trainingprocesseswhilemakingsureoftheirpositiveoutcome.In this perspective,we analyse the implementationof the introductionof English as a common language atHagerGroupthankstoblendedlearningthroughparticipatingobservationandinterviews.Thetrainingmethodof blended learning chosen by the firm consists of drawing on both e-learning and face-to-face trainingsessions.TheintroductionofEnglishasacommonlanguageisespeciallychallengingintheculturalcontextoftheorganisationofthiscompanylocatedattheFrench-Germanborder.Track6:Languageacrosscultural&knowledgebordersWannenmacherDelphine,CEREFIGE,UniversitédeLorraine,FranceThemultilingualismintheworkingteams:whentheprofessionallanguagescreateknowledgeboundaries.Organizations and working teams contain various corporate associations. These corporate associations usedifferent professional languages. The professional languages carry ofmeanings and representations and areanchoredinmethodsandpractices.Thevariouscorporateassociationsdeveloplanguagesandcollectivetacitknowledgewhich facilitate theworkwithin a given corporate association but create knowledge boundariesbetweencorporateassociations.Fromthestudyoftwocaseswithaco-constructivistandpragmaticapproach-amulti-actorsprojectaboutnanomaterialsandanoperatingblockusingtheroboticssurgery-,weshallshowhow the professional languages and the collective tacit knowledge bound to these languages, createsknowledgeboundaries. Finally,wegive someways toovertake theseknowledgeboundariesnot to createacommonlanguagebutratheracollaborativespacewherenewknowledgeandnewpracticescanemerge.MichałWilczewski,Anne-MarieSøderberg,ArkadiuszGut,UniversityofWarsaw,Poland,CopenhagenBusinessSchool,Denmark,TheJohnPaulIICatholicUniversityofLublin,PolandCommunicationEncountersofPolishExpatriatesinaChineseSubsidiaryofaWesternMNCThis study investigates Polish experts’ accounts of encounterswith local personnelwhenbuilding a ChinesesubsidiaryofaWesternMNCbetween2011and2015.Semi-structured,narrativeinterviewswereconductedwith Polish experts. A thematic analysis reveals prerequisites for intercultural communication, language andculture-related communication problems with strategies to mitigate them, and factors that affectcommunication. The study offers important insights into the Polish-Chinese communication in a specificbusinesscontext. Ithighlights research issues for further investigationand implications forpractitionerswithregardtopreparationoftoptalentsforexpatriation.Track7:LanguageissuesininternationalcontextsStefanieStadler,NanyangTechnologicalUniversity,SingaporeHumourasconflictmanagementstrategyinJapanesebusinesscommunication


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Conflict constitutes an evitable aspect of anyworkplace setting.Managing conflict efficiently thus forms animportantaspectofworkplaceandbusiness relations.However,how tonegotiate conflict in anappropriatemanner depends on the cultural context.While some cultures do not shy away from conflict, others avoidconflict at all cost. This is not to say that differences in opinion and conflict do not occur in such cultures.Hence, when they do, interactants tread very carefully. One such way is the use of humour, as has beendocumentedinworkplacesettingsinNewZealand(seeHolmes&Marra,2004).Althoughtheuseofhumourtomitigate conflict is not unusual, it is not commonly associated with Japanese culture, and perhaps for thisreason,itremainsapoorlyexploreddomaintodate.ThispaperaimstoinvestigatethenatureandfunctionsofhumourasaconflictmanagementstrategyinJapanesebusinesscommunication.JuanCarlosDiazVasquez,MariaAlexandraGuerraAranguren,UniversidadEAFIT,Medellin,ColombiaTermdefinitionsanditsimpactinaccuratecommunicationforCustomsPracticesatInternationallevel.CaseColombia.The way terms are defined and consequently interpreted is crucial to foster accurate communication incomplexprocessessuchascustomspracticesatinternationallevel.Thispaperaimstocarryoutananalysisofthe definitions presented at the new Colombian Customs Regulation (Decreto 390 de 2016) according toTerminology principles. This new regulation is introduced by the Colombian Government as a documentaligned with international conventions such as the International Convention on the Simplification andHarmonization of Customs procedures (revised Kyoto Convention, 1999), the Andean Community and theOECDstandards. Thetheoretical frameworkprovidesbasicparameterstoevaluatedefinitionsaspartoftheterminologyworkinspecificcontextssuchasthecustomspractices.ForthespecificpurposeofthispapertheColombian context has been chosen to exemplify the influence in elaborating consistent, coherent andsystematicdefinitionsforthesakeofaccuratecommunicationininternationalcommerce.JosianeMartinOBrien,JohnE.O’Brien,ESCP-EUROPE,Paris,FranceInternationalManagementLanguage(IML)confrontsIndianManagerialPractice:betweenManagerialAssertionandAccommodationAsaproblemoflanguageandmeaningacrosscultural-institutionalfrontiers,thisreportsontheconsequencesformanagerial action of a US-style InternationalManagement Training delivered by an Indian B-School, forIndian Engineers-Managers from industrial enterprises. Using a grounded-theory approach and successivesessionsofethnographicfieldwork,52primaryinterviewswereconductedinIndiawithmultilingualmanagersbackonthejobanaverageof3yearsaftercompletingtheirIndianPost-GraduateProgram(PGP).Thispaperfocuses on the influences, across institutional frontiers, of management as a linguistic issue. Backed byVerbatim Data, findings are interpreted using the conceptual frame of Pierre Bourdieu. Training basedcompetence in thenewly acquired IML (InternationalManagement Language) increased the social-poweroftrainees. This proved invaluable both within and beyond the enterprise, providing new capacities forindependentaction,negotiation,compromiseandaccommodation,balancedtomaintaintheIndianCultureofEnterprise,whilealsofittingwithinternationalstandards.

Track8:Language&Humanresources(careers)MariaJärlström,RebeccaPiekkari,AaltoUniversity,SchoolofBusiness,Helsinki,FinlandTooqualifiedtofitin?HowlanguagemisfitcanaffectcareermobilityThepurposeofthisconceptualpaperistoaddressthequestionofhowandwhylanguagemisfitmayexplaincareer mobility in international work environments. It makes two contributions to person-environment fitresearch. Firstly, we offer the novel construct of language misfit which we conceptualize both asunderqualificationandoverqualificationoflanguageskills.Wearguethatoverqualifiedindividualsalsoneedtobeincludedinthediscussionofmisfit.Secondly,weincorporateinouranalysisabroadrangeofcareermoves,coveringfunctionalmobility,organizationalmobility,andgeographicalmobilityfromamisfitperspective.Wearguethatindividualsresorttocareermobilityinordertoreducetheirperceptionsofnotfittingin–forthem,a careermove becomes a positive adaptive device, a so called copingmechanism, to reduce psychological


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reactions such as boredom or frustration. Our nuanced and holistic analysis of the relationship betweenlanguagemisfitandcareermobilityhighlightsbothpositiveandnegativeaspectsofthisphenomenon.Louis-MarieClouet,MariannaGyapay, ISIT,Paris,FrançoisGrima, IRG/UPEC,PaulinedeBecdelièvre,LISPE/IGSRH,ARGEPA/UNIVERSITEPARISIICareerstrategiesandmultilingualism:CareerscriptsofconferenceinterpretersonthelargeParisianmarket Little research has analysed the career evolution of conference interpreters. Yet linguistic and interculturalskillsareattheheartoftheprofessionofconferenceinterpretersandoneofthekeyfactorswhichallowsaninterpreter to pursue a sustainable career (Van der Heijden & De Vos, 2015). We adopted a qualitativeapproach by interviewing 30 conference interpreters. Our study focuses not only on the strategies of theindividuals,butalsothestrategiesoftheprofession.Besides,ouranalysiswillallowexplainingtheinteractionsbetweentheindividualsandtheorganizationsontheissueofsustainablecareers. Thisresearchallowsustoanalyze to what extentmultilingualism can be a leverage and/or a constraint for career development. Ourresearchcanallowustoestimatetheevolutionofmultilingualisminpublicandprivateorganizations,throughthestrategiesdeployedbytheinterpreterstoadapttoachangingenvironment.Track9:Newdirectionsinresearchonmanagement&languageCherylCordeiro,UniversityofGothenburg&ABBCorporateresearch,SwedenLanguageasaheteroglot:thebridgingqualitiesofSwedish-English(SweE)andSingaporeColloquialEnglish(SCE)incross-culturalworkingenvironmentsThe awareness of Bakhtin’s heteroglossia, exhibited in Swedish-English (SweE) speakers and SingaporeColloquialEnglish(SCE)speakers,seemstoenableabridgingofcontextofunderstandingbetweenindividualsofdifferentculturesworking inthesameenvironment.Acorpusdrivenstudyofseniormanagers inSwedishmanaged multinational business enterprises (MBEs) in Singapore illustrate that even if Swedish managersmight sometimes feelnegatively about their inadequateEnglish (Bakhtin’s centripetal processesof languagecentralization and unification), the context of Euro-Englishness allows for them to leverage an inherentawarenessofheteroglossia, inorder tonetwork forbusinesspurposes. This article applies aBakhtinian lensandtheconceptofheteroglossiauntocross-culturalcommunicationinaninternationalbusinesscontext.Theaimofthisarticleistwofold,toapply(i)systemicfunctionallinguistics(SFL)asframeworkofcontextanalysis,thesystemoffield,tenorandmodeuntoBakhtin’sconceptofheteroglossia,wherelanguagecontainsinherentstratificationsinuse(asreflectionof itsusers);to(ii) illustratebyempiricalexamplehowknowledgeofSweEand SCE whilst superficially acting as barrier to cross-cultural communication (an illustration of Bakhtin’scentripetalforcesofcentralizedlanguage),caninunderlyingcurrentshavetheeffectofbridgingandbolsteringcross-cultural contextual understanding in broader heteroglossic linguascape (an example of Bakhtin’scentrifugalforcesoflanguageusersandlanguageinuse).DavidM.Boje,EtienoEnang,NewMexicoStateUniversity,USA,UniversityofStrathclyde,UKAntenarrativeEmbodimentContributionstoLanguagePerformanceinInternationalBusinessWecontributebyidentifyingtheconceptualandmethodological ‘blindspots’persistentinlanguage-sensitiveresearchinInternationalBusinessandManagement.Wewilladdresstheconceptualandmethodologicalblindspots in limiting IB to language by looking at antenarrative, defined as what is embodied communicativelybefore narrative. The aim of the paper is to generate insights into the processes of M&A becoming- themechanisms underlying the arrival of acquisition outcomes. These insights will be generated using an antenarrative fore-caring enquiry into the M&A process. We propose to bring antenarrativity into language-sensitive research. Antenarrative has gained increased attention in top journals, includingHumanRelations,Journal of International Business Studies, and Organization Science. An antenarrative approach to M&Aprocessresearchwillenabledustogaininsightintoinpre-conscious,pre-reflective,pre-analytic,pre-thematic,pre-narrative, pre-story, pre-abstraction, pre-schematic, and pre-discursive comportments of lived-bodiesbefore,between,beneath,andbetsoffore-caringbackgroundbecomingofanM&Aprocess.Weassumethelinguistic turn has gone too far in dismissing sociomateriality, and the prelinguistic, prenarrative, andprediscursiveprocessesofcommunicativeaction.Empirically,theunexploredresearchistostudyembodiment


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ontologically because our embodiment has Being-in-the-world (Heidegger, 1962). There is more tosensemaking than the empirics of seeing, hearing, tasting, smelling, and touching. There are embodiedattunementsthatstemfromtherebeingnoseparationbetweenhumanbody[and]world(Anton,2001).It isimportantforIBtostudyembodiment,thelackofseparation,andthenon-dualityofhuman[and]world.DardodeVecchi,GenevièveTréguer-Felten,KedgeManagementschool&CEDISCOR,Paris3-SorbonneNouvelle,CNRS,FranceSeekingthehiddenareasofmanagementlanguage-relatedresearchAsanotion,languageisfarfrombeingunivocal.Thewordpolysemyisreflectedinthevariousresearchobjectstackledinthedata(threespecialissuesdedicatedtolanguageandmanagement).Tobringforththecurrentlydeveloped areas of research and point to those yet to be explored, two complementary linguistics-basedmethodologieswere applied.DiscourseAnalysis describes theway theword is used, highlighting its variousmeaningsandtheirrelativeimportance,aswellasshowingtherelationsitentertainswithothernotions,thusmaking thewell-coveredorunder-researchedareas emerge; Terminology identifies the variousdesignationsconceptsor knowledge fieldsareawarded.Our combined resultspoint toanexternal approachof language(and languages) that describe its role and potentially deleterious effects; it also indicates that only scarceattemptsaremadetodigintolanguagecontext-inducednatureandextractthecluesthatarelikelytoimprovethepoorcross-culturalunderstandingsmostarticlesfocuson.

DoctoralpapersDoctoralsession1AlbertKrisskoy,MatevžRašković,LjubljanaUniversity,SloveniaLanguage-basedexclusionandteamcohesion:tripartitemechanismmodelMergingvariousresearchstreams,weformulatespecificmechanismsthroughwhichlanguage-basedexclusionundermines team cohesiveness. Our theoretical contribution lies in identifying three interrelated, butdistinguishablemechanismsworkingatdifferentlevels:(1)thepsychologicalimpactattheindividuallevel,(2)social barriers at the group and sub-group levels, and (3) information loss occurring in the communicationchannelevenincaseswhentheexcludedpartyconsciouslydoesnotregisternegativereactiontoexclusion.In this reviewpaperwe present a conceptualmodel to serve as a starting point for future research on theeffectsof language-basedexclusionand its impacton teamcohesion.Thisworkanswersnotonlyagrowingresearchtrendontheroleoflanguageininternationalorganizationalsettings,butwillbesubsequentlytestedwithStructuralEquationModelingintheempiricalinvestigation.VincentMontenero,CristinaCazorzi–Martinez,DauphineUniversity,Paris,FranceTheenforcementofEnglishasacorporatelanguagebyanItalianMNC:whatimpactonthebalanceofpowerbetweenheadquartersandsubsidiaries? The paper deals with the consequences of the decision to use English as the official language in an ItalianMultinationalCompanyofCentralItaly,lookingmoreparticularlyatthechangeinpowerrelationsbetweentheheadquarters and the subsidiaries. Our research is based on a single case-study using different sources ofinformation among which 40 narrative interviews of company members at different moments of theimplementation of the policy. The analysis shows that language plays a very important role a high in thiscompanywhoseculturehasalwaysbeenbasedonrelationsandexchanges.IftheintroductionofEnglishwasoriginally presented as away of creatingmore harmonious relations between theMNE different entities, itseemstohave increasedthepowerof theheadquartersthrough1. thecreationofanewelitebasedonthecommandofEnglishand2.becausemostdecisionsaretakenorally,infacetofaceexchangesdoneinItalian.Weendupwithamodeldistinguishingbetweenwrittenandspokenlanguageoccurrences.MaiAl-Naemi,LondonSchoolofEconomics,GBTheconstructoflanguageadvice


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Multinational Corporations (MNCs) operating across national borders are represented by employees frommultiplecountries.Withamyriadmixofnationalities inMNCworkforces, thedemographyof theMNCshascalled foraneedofacommoncorporate languageto facilitatecommunicationacrossall functionsandunitsScholarsininternationalbusinessexplainthatMNCshaveacommoncorporatelanguagetoeasetheirinternalcommunication between organizational units, which consequently increases efficiency by overcomingmisunderstandings, reducing (translating) costs, communicating and delivering in a timelymanner (Welch&Welch,2015).However,itisnotaperfectworldandlanguagefluencymayvaryfromoneemployeetoanother.Therefore, thispaperexploresanewphenomenon,LanguageAdviceNetwork. In the formofadviceseekingand giving of language-specific knowledge, I define the concept as an unstructured, voluntary use of one’ssocial capital to offer and seek language-related advice by individuals with low and high levels of languagecapabilities,respectively, inanattemptto improve internalknowledgetransferandconductthe jobathand,efficiently, thoughutilizingthebulkof informationandknowledgethat isembedded inthehumancapitalofthefirm(Hortonetal.,2012;Piekkarietal.,2013).Thispaperthereforeinvestigates(1)howLanguageAdviceNetwork(LAN)isformed,and(2)whatimpactithasontheemployeesandtheMNC?Doctoralsession2PaoloDalBo,ESCP-EUROPE,Paris,FranceLanguageandexpatriates'Psychologicalhealth:ALacanianapproachThe issue of health among expatriates has not been explored yet and thiswork aims to investigate itmoredeeplythroughapsychoanalyticperspective.InparticularthroughtheintroductionofaconceptelaboratedbytheFrenchpsychiatristJacquesLacanwhonameditforclusion.Accordingtohimthehumanbeing'sabilityofsharingmeaningwith the other is inversely proportional toobjectal relations (substance abuse, risky sexualbehaviours, burnout, anxiety, aggressivity). These latter are already shown in the expatriation literature butthey remain relatively unexplained. This article tries then to explain, through the concept of forclusion,behavioursthatariseduringexpatriation;inparticularthepaperdetailsaconceptthathasbeenonlybroadlyspecifiedbyLacanandlinksforlcusiontotheobjectaldimensionoftheexpatriatepopulationthroughaseriesofhypothesisgroundedonalinguisticdimension.Languageishereintendedasaninstrumentthatallowsthesubject to detach from the other or to build meaningful relationships; in other words to set personalboundaries.KyoungmiKim,JoAngouri,TheUniversityofWarwick,UK‘wedon’tspeakproperEnglishourselves’.LanguageproblemsinamultinationalcompanyMNCs are linguistically diverse and this diversity is often associated with problems assumed to arise fromlanguagebarriersandvariation in languagecompetence.Thepositionwe take in thispaper is that language‘problems’aretypicallyideologicalindexingpowerstrugglesatwork.Wedrawonexcerptsfrominterviewsinamultinationalcompany.Wefocusonhowlanguageproblemsareconstructedintalk(i.e.interviewevents).Wetakeanethnographicapproachcombinedwithaninteractionalsociolinguisticanalysisofourdata.Ouranalysisshowsthatemployees’valuationoflanguagecompetenceisrelatedtoorganisationalactivities,contingentonthe(perceived)situationalandinstitutionalcontext.Languagepracticesinthedatabecomesitestonegotiatepower relations. We argue that talkabout language problems can provide an insight into individuals’ideological positioning and multilingual realities (Angouri and Piekkari, 2017). We close the paper with adiscussionofourfindingsinrelationtotheinstitutionalandsocialordersandweprovidedirectionsforfurtherresearch.KristinaHumonen,JoAngouri,TheUniversityofWarwick,UK‘HelloGoogleTranslate!’MethodologicalImplicationsforStudyingMultilingualismintheWorkplaceA recurrent themewithin the international business (IB) literature is the suggestion that companies shouldadoptacommonlanguagepolicy,aslanguagetendstobeseenasthecorporategluewhichunifiesemployeesworldwide. However, research on multilingual workplaces has shown that employees’ use of linguisticresourcesisextremelydiversewithintheorganisationallinguisticecosystem.Assuch,it isnotalwaysenoughtoknow theofficial corporate languagebecauseof theprevailing language ideologies that contribute to thepower (im)balance and social in/exclusion at workplaces. To get a better insight into employees’ dynamiclanguage use atwork,we argue that there is a need for theoretical andmethodological developments that


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crossdisciplinaryboundariesandbringtogetherresearch in IBandsocio/applied linguistics, inparticular.Weproblematizeanddrawonourowndata to illustrate the limitationsof theextantbodyof researchwhich isdominatedbyessentialistnotionsof languageandculture.Weaimtoprovideacriticaldiscussiononhowtoundertake a multidisciplinary study for a more holistic and deeper understanding of the complexity oforganisationallife.Doctoralsession3NoreenGeenen,KatrinMuehlfeld-Kerstan,UniversitätTrier,GermanyCreativeworkinforeignlanguagesettingsThe influence of foreign language on individuals’ creative performance is an underexplored issue inorganizational research. We argue that the language setting affects motivational, cognitive, and affectivedeterminantsofcreativity. Integratingtheextant literaturesondeterminantsof individuals’creativityandon(foreign) language in business with cognitive psychological literature on limited mental resources, wehypothesize that high task commitment, superior foreign language proficiency, and low foreign languageanxiety result in high creative performance. Furthermore, we expect gender to moderate the relationshipbetweenforeignlanguageanxietyandcreativeperformance.Anempiricalstudywith157participants largelysupportsourtheory.Taskcommitmentpromotescreativeperformance,butonly inamother-tonguesetting.Basedonacomparisonofeffectsizes,foreignlanguageanxietyratherthanlowproficiencyappearstobethemainobstacletocreativeperformanceinaforeignlanguagesetting.Practicalandtheoreticalimplicationsarederived.LongCui,JongWookKwon,KangwonNationalUniversity,SouthKoreaLanguageResearchinInternationalBusiness:Anauthorco-citationanalysis Languageresearchininternationalbusinessfieldswasrapidlyincreased.However,scholarsarestillfacedwithasubstantialchallengetoempiricallyandtheoreticallyconceptualizethecomplexityoftheresearchtheme.ThisstudyextendsexistingstudiestobetterunderstandthemainstreamsofIBresearch.Ourbibliometricstudyof203articlespublishedinthetoptwelveinternationalbusinessjournalsfrom1975to2015permitsdeeperanalysesthantraditionalliteraturereviewsandinsightsintopasttrendsandevolutionoftheliterature.Weidentifythreemainresearchtrends:Politicalviewonlanguage,Instrumentalviewonlanguageandculturalviewonlanguage.WealsocomparedthelanguageresearchtrendsinIBandthosein16communicationjournalstofindoutwhethertheresearchtrendsbetweenIBandotherresearchfieldsaresimilar.WewillalsoseewhattopicscanbeborrowedforfutureIBresearch.LeaHärtel,MariaThalmann,CopenhagenBusinessSchool,DenmarkLanguagePolicyCommonCorporateLanguageOrganizationalChange:ChangeImplementationCaseStudyThecasestudyof theDanishMNCAmbuA/S investigateshowthe implementationofanew languagepolicyaffectstheemployeesanddiscussestheextenttowhichtheimplementationprocesscanbeseenassuccessful.Weadoptaninterdisciplinaryresearchapproachbycombiningorganizationaltheorywithsociolinguistics.Thedata collection entails an interview with the Corporate Communication Manager, a questionnaire with 79responsesoutof 150employees at theDanishheadquarters and two focus group interviews, including fourparticipantsineach.Ourfindingsdemonstratethatactivecommunicationtoandwithemployeesiscrucialforsuccessful change implementation. Furthermore, challenges can be overcome by an ongoinginstitutionalizationofthelanguagepolicy,throughinitiativesthathelpemployeesadoptthechange.Basedonthe insights generated from Ambu, we end with a discussion of managerial implications and recommendactivitiestosupporttheadoptionofthenewlanguage.


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Practicalinformation–GEM&Lconference

ConferencevenueTheconferencewilltakeplaceatCopenhagenBusinessSchool,Porcelænshaven20,2000Frederiksberg,whichislocatedinFrederiksberg.ThenearestmetrostoptotheconferencevenueisFasanvej.FromthecitycentreyouneedtotakethemetrotowardsVanløse.

PleasenotethatCopenhagenBusinessSchoolislocatedinseveraldifferentbuildingsacrossFrederiksberg.TheGEM&LworkshoptakesplaceinPorcelænshaven.

ConferencehubTheconferencehubislocatedinOvnhallen.Therewillbeamemberofthelocalorganisingcommitteeand/oraconferenceassistantpresenttherewhocanhelpyouwithanyquestionsyoumayhave.RoomsThekeynotesandroundtabletakeplaceinOvnhallen.PapersessionstakeplaceinroomsPH407,PH408andPH110,whichcanallbeaccessedfromOvnhallen.LunchisservedintheGallery,adjacenttoOvnhallen,andcoffeebreakstakeplaceinOvnhallen.InternetaccessIfyouhaveEduroamatyourhomeinstitution,youwillbeabletoaccesstheinternetautomatically.Otherwise,connecttothewirelessnetworkCBS-GUESTwith:

Username:[email protected]:Ub6gjd

InstructionsforspeakersThereisastationarycomputer,connectedtoasetofspeakersandaprojector,inallrooms.Itisalsopossibletoconnectaportablecomputertotheprojector,thespeakersandtheinternetwithcable.IfyouareaMacuser,youmustbringthenecessaryadaptersonyourown.Asastartingpoint,itisalwaysnecessarywithanadapterbetweenourprojector(VGAcable)andyourMac.IfyouwishtousethewirednetworkwithanewMacmodel(MacBookAIRandMacBookRetina),youalsoneedtobringanadapterforastandardinternetcable.Pleaseuseabreaktocheckthatyourpresentationrunsasintended.Therewillbenotimetofixtechnicalproblemsduringtheactualpresentationslot.InfoaboutprintingandcopyingUnfortunately,itisnotpossibletoprintorcopyinbigamountsduringtheconferencesohandoutsmustbepreparedandprintedbeforeyouarrive.However,ifyouhavesomelastminuteissuesitispossibletoprintinsmallamountsattheconferencehub.ConferencedinneratSkuespilhusetTuesday4thJulyat19:30TheconferencedinnertakesplaceatTheRoyalDanishPlayhouse,Skuespilhuset,SanktAnnæPlads36,1250KøbenhavnK.Itisanice15-minutewalkfromKongensNytorvmetrostationalongNyhavn.


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TheRoyalDanishPlayhouse(Danish:Skuespilhuset)isatheatrebuildingfortheRoyalDanishTheatre,situatedontheharbour.TheRoyalPlayhouseisdesignedbytheDanisharchitecturalpracticeLundgaard&TranbergandreceivedaRIBAEuropeanAwardin2008foritsarchitectureaswellasaReddotdesignawardforthedesignofthechairs.Receptionon5JulyThereceptionon5Julytakesplaceat17:00inOvnhallenaftertheclosingoftheconference.ThereceptionisajointeventwithparticipantsoftheEGOSsub-themeOrganizations,Language/sandMobility/ies.TaxiphonenumberIfinneedofataxiusethenumber:35353535

TravelingfromtheairportTaxifromtheCopenhagenairporttothecitycentreisabout300DKK,roughly40EUR.Themetroisaquickandcheaperwaytoreachthecity(~15min).

Mapofthemetrosystem:

The Royal Danish PLayhouse

Kongens Nytorv Metro


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AroundthecityTheeasiestwaytomovearoundthecityisthemetrosystem.Wesuggestyougeta7-dayFlexCard(costs260DKKfor2zones;320DKKfor3zones)ora72-hourCityPass(costs200DKKforzones1,2,3,4).TheFlexCardandtheCityPassallowunlimitedusealltypesoftransportation(bus,train,metro,andwaterbus).

Tofindthebestpublictransportconnectionsfromonetravelpointtoanother,itisbesttousetheRejseplanenwebsite(ithasanEnglishversion).YoucanalsodownloadaRejseplanenappforyoursmartphonetoplanyourtriponthego.

Asingle2-zoneticketis24DKK.Theticketisvalid1hrtotravelwithinthe2-zonearea.Thismeansyoucanmakemorethanonetripduringthattime.TicketsandpassesforpublictransportationcanbeboughtattheCopenhagenAirportandeverytrainormetrostation.YoucanfindtheDSBofficeonyourrighthandsideassoonasyoucomeoutofthearrivalareaattheairport.

Forthoseofyouwhowanttovisitsomemuseumsandtouristattractionsinadditiontoourconference,theCopenhagenCardmaybeyourbestoption.PleasechecktheCopenhagenCardwebsiteforinformationaboutpricesandsalespoints.

IfyouwanttofeellikeaDane,youmaywanttorentabicycle;mosthotelswouldhavethatoption.Ittakesabout15-30minutestocycleanywhereinthecentralarea.Youcanalsotakethebicycleonthemetro,butyouhavetobuyabicycleticket.

DanishcurrencyInmostplacesyouwillhavetouseDanishkronerorcreditcardsincelocalbusinessesdonotacceptothercurrencies.Pleasenotethatthebanksandtheforeigncurrencyexchangeofficeschargehighcommissionratesforcashexchange.ItmaybeabetteroptiontowithdrawcashfromanATM(checkthechargesandexchangerateswithyourownbank).ThereareseveralATMsattheairport.

WeatherTheaveragedaytimetemperatureforJulyis21°C.Itisalwaysagoodideatobringanumbrellaand/orwaterproofclotheswhenyoutraveltoDenmark.

TouristattractionsinCopenhageninJulyIfyouhavesomedaysinCopenhageninthedaysaftertheconferencethereareplentyofattractionsandeventstoparticipatein.Justbelowarecollectedafewoftheoptions.Formoreinformationgoto:www.visitcopenhagen.comCopenhagenJazzFestival7-16thofJulyMorethan250,000peoplemakeCopenhagenJazzFestivaloneofthebiggest,inclusivejazzeventsofitskindinEurope.ThecityofCopenhagenbecomesaliveandvibrantwithjazzinthestreets,citysquares,jazzclubsanduniqueconcerthallswhenCopenhagenJazzFestivaltakesplaceeachsummer.CopenhagenJazzFestivalisalsooneofthecity'soldestmusicfestivals,and2017willmark


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the39thfestival.Formoreinformationgotowww.jazz.dkordownloadtheappCopenhagenJazzFestivalfromyourappstore.

CopenhagenStreetFoodOpenallsummerCopenhagen'sfirstandmostpopularstreetfoodmarketservesupfoodfromallcornersoftheworldpairedwithperfectsunsetsbytheharbourfront.Inthesmallfoodtrucksyoucangetdelicioussustainablestreetfoodfromallcornersoftheworld-andenjoyitindoorsintherawhallsorinthesunoverlookingthecity'swaterfront.Address:CopenhagenStreetFood,Hal7&8,Papirøen,Tanggravsvej14,1436KøbenhavnK

TheNationalGalleryofArt(SMK)-DanishandNordicartfrom1750-1900Tuesday,Thursday,Sunday 11:00-17:00Wednesday 11:00-20:00TheNationalGalleryofArt(SMK)iscurrentlyrenovating,whichmeanssomeoftheexhibitionhallsareclosed.Tomakeituptothemuseumguests,SMKhasgatheredalltheirbestNordicartworksforanewexhibition,whereyoucanexperiencegreatNordicartistssuchasEdvardMunch,VilhelmHammershøiandP.S.Krøyer.Theexhibitiontakesyouthrough150yearsofmostlyDanishpaintings,coveringthegoldenage’spaintingsofeverydaylife,thenewrealityintheindustrialrevolution,symbolismandmanyotherperiods.Address:SMK,Sølvgade48-50,1307KøbenhavnKThelocalorganisingcommitteeMereteBorchAlexKlingeDorteLønsmannGuroRefsumSandenMetteZølnerConferenceassistantsZainabIftikharSofieØstergaardJensen

11th gem&l international workshop on management &...

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