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Language Policies and Communication in Multinational Companies

Vesa Peltokorpi and Floor van den Born
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Vesa Peltokorpi: GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique
Floor van den Born: School of Managment - HEC Paris - Ecole des Hautes Etudes Commerciales

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Abstract: This article focuses on the degree of alignment among multinational company (MNC) strategic orientation, human resource management (HRM) practices, and language policies. On the one hand, the authors propose that the coherent, tight alignment among the HRM practices, language policies, and MNC strategic orientation, in terms of ethnocentricity, polycentricity, or geocentricity, is beneficial. On the other hand, they use international business research on language in MNCs to illustrate that what is good in theory is often more difficult in practice. For example, HRM practices and language policies in foreign subsidiaries may not be tightly aligned with the corporate-level activities, and some hybridization tends to occur, for example, because of contextual reasons in host countries.

Keywords: communication; human resource management; strategy; language policy; social identity theory (search for similar items in EconPapers)
Date: 2010-04
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Citations: View citations in EconPapers (8)

Published in Journal of Business Communication, 2010, 47 (2), pp.97-118. ⟨10.1177/0021943610364515⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00528388

DOI: 10.1177/0021943610364515

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