Code-switching in newly-formed multinational project teams: challenges, strategies and effects

Mary Vigier () and Helen Spencer-Oatey
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Mary Vigier: CleRMa - Clermont Recherche Management - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand - UCA [2017-2020] - Université Clermont Auvergne [2017-2020]
Helen Spencer-Oatey: University of Warwick [Coventry]

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Abstract: Based on an ethnographic-like case study comprising observations and interviews with members of three newly-formed multinational project teams, our study explores the micro-processes of interactional teamwork and captures how the three teams develop strategies for managing the challenges of code-switching in their interactions. Findings from our study suggest that teams interpret the impact of code-switching challenges differently in spite of the fact that they are performing similar activities, suggesting that adopting (clearlydefined) rules for managing interactions may not be as effective as the presence of other factors within the teams. Our findings extend theory on the use of a common working language in multinational teams and go beyond this by illustrating how individual teams establish practices for handling the challenges of code-switching, and the effects of these on team interactions.

Keywords: multinational company; multinational teams; common working language; code-switching challenges; team dynamics and processes; teamwork strategies; ethnographic-like case study (search for similar items in EconPapers)
Date: 2017
Note: View the original document on HAL open archive server: https://uca.hal.science/hal-03220241v1
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Citations: View citations in EconPapers (2)

Published in International Journal of Cross Cultural Management, 2017, 17 (1), pp.23-37. ⟨10.1177/1470595816684151⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03220241

DOI: 10.1177/1470595816684151

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