Can a lingua franca bridge the communication gap between corporations set in different cultures

Tréguer-Felten, Geneviève

doi:10.1515/9781614513735.263

Cited by 24 publications

(5 citation statements)

References 4 publications

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“…We would like to underline the fact that these conceptions were identically-found among the Latino-Americans' interviews no matter what language they were expressing themselves in and no matter their profile. This observation echoes research outcomes about the use of a Lingua Franca, in particular Tréguer-Felten' s work, which claims the invisible footprint culture leaves on language is independent from the language in which one speaks (Tréguer-Felten, 2009a, 2009b, 2013. Other scholars mention that it is also independent from the degree of fluency people have in diverse languages (Louhiala-Salminen & Charles, 2006).…”

Section: Openness For the Latino-americanssupporting

confidence: 65%

“…The core concern is clearly to try to decode the situation in such a way that actors will adapt the corresponding attitude, language and strategy. When the literature mentions possible differences in meaning-attribution the main focus remains on the potential harm generated by conflictual meanings such as the dangers of ELF (Tréguer-Felten, 2009, 2013. Very few authors deal with the potential harmless effect on the communication process (Louÿs & Sauvage, 2014).…”

Section: Literature Review: Cultural Diversity and Interactional Processesmentioning

confidence: 99%

“…The managerial philosophy -as explained by the CEO -relies on "personal autonomy", "on the individual's awareness about knowing what has to be done and how -[I] let everybody completely free", and eventually "on a duty the company has towards its people to increase their competences and to give back to them". Intercultural understanding problems coupled with those of classical management could have caused a deep obstacle to cooperation, but the situation is nothing like that: business Chevrier, 2008Chevrier, , 2011aChevrier, , 2011bChevrier & Segal, 2011;Barmeyer & Mayrhofer, 2002 Cultural diversity usually leads to difficulties, weak performance, misunderstandings, cultural frictions difficulties, failure, distance, frictions, conflicts Shenkar, 2012;Shenkar & Zeira, 1992;Shenkar, Luo & Yeheskel 2008;Sarangi, 1994 Cultural diversity must be taken into account and learning about the other is a prerequisite success Chanlat, Davel & Dupuis, 2013 Misunderstandings in multicultural contexts failure Gumperz, 2003 understanding the other in multicultural environments success Kostova, 2010;Brannen & Salk, 2000;Søderberg & Holden, 2002 Differences in meanings attributions regarding language difficulties, misunderstandings leading to problematic situations Charles, 2006;Treguer-Felten, 2009, 2013 Using a single language system is not enough in multicultural situation difficulties results have been done well for twenty years 8 and the social internal balance also seems to be particularly satisfying, with less than 1% in staff turnover per year. Of course, as mentioned previously, good results should not only be attributed to the satisfying relational managerial interactions 9 .…”

Section: Contextmentioning

confidence: 99%

“…All of them were recorded using a protocol of openended questions. The language used was left to the choice of the participants in order to preserve the original language and to avoid -or reduce -linguistic problems, in particular those generated by ELF (Treguer-Felten, 2009, 2013. Still, it is interesting to notice that not all the Latino-Americans chose Spanish, although it was their native language, as Figure 4 shows: 60% chose to express themselves in Spanish, 30% in 11.…”

Section: Data Collection and Items Focused On Data Collectionmentioning

confidence: 99%

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The Hidden Dimension of Happy Cultural Cooperation

Sauvage¹

2019

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Cross-cultural management research usually postulates that mutual expectations must be clearly assessed and that it is necessary for people from different cultural areas to share a common vision in order to efficiently collaborate. This research examines the link between intercultural understanding and relational efficiency by studying a “happy” and successful Franco-Latino-American case. It challenges the above-mentioned postulate and reveals that relational efficiency relies upon compatible positive understandings of a same situation rather than upon similar understandings, hence the notion of productive misunderstandings.

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Section: Openness For the Latino-americanssupporting

confidence: 65%

Section: Literature Review: Cultural Diversity and Interactional Processesmentioning

confidence: 99%

Section: Contextmentioning

confidence: 99%

Section: Data Collection and Items Focused On Data Collectionmentioning

confidence: 99%

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The Hidden Dimension of Happy Cultural Cooperation

Sauvage¹

2019

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“…This methodology is not only based on the cross-checking of the different -and often contradictory -stories but also on a close analysis of the categories (Laplantine, 1987;Tréguer-Felten, 2013) that interviewees employed in opposing acceptable or unbearable situations, either in the company they are in or in the companies they formerly worked for. "By collecting speeches and observing practices", explains d'Iribarne:…”

Section: Gestion and Société's Approachmentioning

confidence: 99%

Gestion & Société’s approach to cooperation of French firms

Segal

2014

International Journal of Organizational Analysis

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Purpose – This paper aims to provide a more nuanced image of cooperation in France, first, insisting on the idiosyncratic conditions under which French will be likely to cooperate, and, second, pointing the importance of the local context, finally criticizing the average stereotyped image given by the intercultural management quantitative literature. Design/methodology/approach – The studies behind the article are based on qualitative data and on an interpretative analysis of culture, considered as a frame of meanings through which people read the organizational situation they are in. Findings – Advanced form of cooperation may be obtained when some balance can be established through subtle arrangement between organizational and cultural needs, i.e. allowing staff to escape from their founding fear of servility. Research limitations/implications – Such analysis of the conditions that can facilitate or hinder cooperation should not be limited to France. It may be applied to any other cultural area. Practical implications – Intercultural management training sessions for expatriates could benefit from this qualitative approach. Originality/value – This approach challenges the quantitative main Stream approach in cross-national studies on management.

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Cross-Cultural Management Revisited

d’Iribarne¹,

Chevrier²,

Henry³

et al. 2020

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The cross-cultural management literature is still dominated by the quantitative approach to cultures which made the research field popular in the early 1980’s. While the hegemony of this approach was being consolidated, a French research group, Gestion & Société, led by Philippe d’Iribarne, was conducting alternative research. Over the past thirty years, the team has carried out investigations in over fifty countries, collecting data from a large sample of companies concerned with making the most of the cultures with which they were dealing. This book provides an overview of the lessons learnt from thirty years of empirical research and of the refinements of a new theoretical approach to national cultures which challenges the mainstream ones. It introduces an interpretative approach to culture considered as a filter through which people understand reality and give it meaning. Throughout the world, employees confer different meanings on the daily situations arising from companies’ operations such as being subject to the authority of a manager, responding to requests from a client, or having one’s work monitored. All interactions within organizational contexts are underpinned by social relations which make sense in different cultural universes of meaning. Drawing upon this interpretative perspective, the book covers the main management issues: leadership, procedures implementation and control, decision-making, industrial relations, customer relations, ethics and corporate social responsibility, interpersonal and corporate communication, multicultural teams, and international transfers of management practices. Finally, the book provides methodological guidelines to enable researchers and practitioners to engage in this alternative approach.

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Can a lingua franca bridge the communication gap between corporations set in different cultures

Cited by 24 publications

References 4 publications

The Hidden Dimension of Happy Cultural Cooperation

The Hidden Dimension of Happy Cultural Cooperation

Gestion & Société’s approach to cooperation of French firms

Cross-Cultural Management Revisited

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