Journal of Intercultural Management and Ethics

10.35478/jime ◽  
2020 ◽  
Keyword(s):  
Intercultural Management

Legal and Cultural Implications Inherent in Managing Multilingual and Multicultural Labor: Selected Translation Issues from the US National Labor Relations Board

2017 ◽  
Vol 62 (1) ◽  
Author(s):  
Pietro Manzella ◽  
Karl Koch
Keyword(s):  
Labor Relations ◽  
Cultural Theory ◽  
The United States ◽  
Cultural Management ◽  
National Labor Relations Board ◽  
Intercultural Management ◽  
Cultural Implications ◽  
The Us ◽  
Cross Cultural Management ◽  
Culture And Language

AbstractThis paper examines one consequence of the increasingly multilingual and multicultural labor market, resulting from migratory flows caused in part by globalization. It focuses on selected legal and translation issues in labor relations arising from misinterpretations and cultural disparities in communication between different languages and cultures. It draws on decisions of the United States National Labor Relations Board (NLRB), where there were misleading and ambiguous translations. It employs a theoretical approach based on concepts from cross-cultural management, including cultural theory, and thereby expands the discipline of Translation Studies. The findings suggest that an understanding of the cultural content, particularly in the practice of intercultural management, is imperative. The paper concludes that a systematic methodology linking culture and language in labor relations should be adopted.

scholarly journals The model and role of online communication in intercultural management

2013 ◽  
Vol 5 (4) ◽  
pp. 93-103
Author(s):  
Anna Tarabasz
Keyword(s):  
Social Networking Sites ◽  
Information Exchange ◽  
Mass Communication ◽  
Complex Structure ◽  
Online Communication ◽  
Time Zone ◽  
Intercultural Management ◽  
Communication Models ◽  
World Information

Abstract Communication via the Internet, regardless use of available tools, contributed significantly in reduced time of data flow and feedback reception. This is particularly important in case of companies with a complex structure and branches around the world. Information is available here for almost „at fingertips”, 24 hours a day, 7 days a week, regardless the time zone. Internet has also shortened the distance between message sender and recipient - in the form of direct information exchange (i.e. email exchange), as well as simplified the issue of indirect reach (i.e. via social networking sites or online campaigns). Although in literature of the subject many authors performed the analysis of mass communication models, but to no avail would seek for the flow chart strictly dedicated to the electronic exchange information. This article aims to present the model of online communication, drawing on best practices of mass communication and at the same time implementing components of the electronic promotion. The paper is also contributed to show the universality of such model application in the exchange of information within electronic means, which seems important in case of intercultural management.

Third-country nationals as intercultural boundary spanners in multinational corporations

2020 ◽  
Vol 28 (4) ◽  
pp. 521-547
Author(s):  
Christoph Barmeyer ◽  
Volker Stein ◽  
Jenny Marie Eberhardt
Keyword(s):  
Multinational Corporations ◽  
Design Methodology ◽  
Boundary Spanning ◽  
Theoretical Background ◽  
Third Party ◽  
Boundary Spanners ◽  
Structured Interviews ◽  
Content Type ◽  
Intercultural Management ◽  
Third Country Nationals

Purpose This paper aims to investigate the central roles, functions and competences of third-country nationals (TCNs) in intercultural boundary spanning in multinational corporations (MNCs): Why are TCNs particularly important for reducing complexity at the overlapping functional, geographic and external boundaries of MNCs with their related interferences and which role do they play as boundary spanners in cross-boundary collaboration? Design/methodology/approach After introducing the theoretical background on boundary spanning and TCNs, the methodology applied in this paper is a theory-driven, qualitative approach based on 13 in-depth semi-structured interviews with TNCs conducted in 10 MNCs. Findings The authors aggregate TCNs’ activities into four roles: disembedded cosmopolitan, intermediary, third party and team-related boundary spanner. They show that TCNs tend to understand the complex intercultural context between headquarters and subsidiaries, balance power asymmetries, use their in-between neutrality to create trust, and act in an interculturally highly competent way by using a great variety of intercultural and linguistic skills. The TCNs’ meta-competence permits a higher level, intellectual and abstract perspective, enabling TCNs to consider structures, objects and interactions from an affective distance. Research limitations/implications The differences between TCNs and “regular” expatriates or other interface managers are examined and methodological limitations as well as research implications are critically discussed. MNCs can intentionally assign TCNs with their related competence profiles when expecting boundary-spanning tasks. Originality/value This paper is one of the few published that undergirds the TCN concept with empirical data and illustrates the suitability of specific role-takers such as TCNs for some complex challenges in international and intercultural management settings.

Sign in / Sign up

Export Citation Format

Share Document