False foe? When and how code switching practices can support knowledge sharing in multinational corporations

Ahmad, Farhan; Barner‐Rasmussen, Wilhelm

doi:10.1016/j.intman.2019.03.002

Cited by 31 publications

(16 citation statements)

References 97 publications

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“…Scientists doing policy-relevant extension work require different rules of engagement when their political beliefs and advocacy goals do not align with stakeholders. Moreover, the inadvertent code-switching we observed in experienced extension scientists could be classified as a strategic behavior to promote knowledge exchange, common language production between cultural groups, and encourage specific outcomes [77]. Becoming aware of and intentional about code-switching between academic and agricultural worlds could help scientists in agribusiness spaces.…”

Section: Training For Scientists Engaging With Agricultural Groupsmentioning

confidence: 94%

Knowledge Co-Production with Agricultural Trade Associations

Nocco

Feinstein

Stock

et al. 2020

Water

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Scientists and agricultural trade associations may further conservation outcomes by engaging with one another to uncover opportunities and engage in social learning via knowledge co-production. We observed, documented, and critically reviewed knowledge exchanges among scientists and agricultural stakeholders working on a multidecadal water conflict in Wisconsin. Differences in knowledge exchange and production were related to meeting spaces, organization, time management, and formality of interactions. We found that repetitive, semiformal meetings organized and led by growers facilitated knowledge exchange, co-production, and social learning. However, scientists often appeared uncomfortable in grower-controlled spaces. We suggest that this discomfort results from the widespread adoption of the deficit model of scientific literacy and objectivity as default paradigms, despite decades of research suggesting that scientists cannot view themselves as objective disseminators of knowledge. For example, we found that both scientists and growers produced knowledge for political advocacy but observed less transparency from scientists, who often claimed objectivity in politicized settings. We offer practical methods and recommendations for designing social learning processes as well as highlight the need to better prepare environmental and extension scientists for engaging in agribusiness spaces.

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Section: Training For Scientists Engaging With Agricultural Groupsmentioning

confidence: 94%

Knowledge Co-Production with Agricultural Trade Associations

Nocco

Feinstein

Stock

et al. 2020

Water

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“…It can be disconcerting for participants in a meeting to switch from the de facto language of the meeting (often English) into a language which is spoken only by a few other participants. This is termed ‘code switching’ (Ahmada and Barner-Rasmussen, 2019; Sesa Dogru et al, 2021). This often occurs when there is an element of stress in the discussions, perhaps from a linguistic misunderstanding and participants with a common second language decide that reaching a consensus will be facilitated by a discussion in this language.…”

Section: Code Switching and Workaroundsmentioning

confidence: 99%

Managing corporate language diversity

White¹

2022

Business Information Review

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Organisations that have offices in more than one country face the challenges of managing access to information created and circulated in more than one language. Research into the challenges and potential solutions dates back only the mid-1980s but since then has accelerated rapidly and the topic is now regarded as an important aspect of international business management. This paper highlights some of the issues that need to be considered in developing and implementing corporate language policies. In the final analysis managing corporate language diversity is a classic ‘wicked problem’ and there are very few ‘good practices’ that have universal acceptance.

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“…However, the Organization for Economic Cooperation and Development Working Group found large cross-national variations in the availability and use of telecommunications technologies to support health-care delivery (Zelmer et al, 2017). Furthermore, the work of Ahmad and Barner-Rasmussen (2019) found that the management of information technologies could facilitate knowledge creation. Hence, we argue that ICT usage enables project teams to promote performance.…”

Section: Hypothesismentioning

confidence: 99%

“…Tacit knowledge is the core value element for enterprises to obtain competitive advantages in the knowledge economy era (Jin-Feng et al, 2017). The operating environment of multinational corporations (MNC) is multilingual, adding complexity to KS among employees (Ahmad and Barner-Rasmussen, 2019), which makes tacit KS among team members more difficult. Many scholars have discovered that KS based on individual abilities plays a key role in promoting team innovation performance (Du Chatenier et al, 2010).…”

Section: Hypothesismentioning

confidence: 99%

“…In addition, compared with traditional local projects, global projects also need to overcome the challenges of geographical, time zone, language and cultural differences. These challenges affect the process of global projects, the way of communication and collaboration, the transfer of knowledge and ultimately all factors in the "iron triangle"time, cost and quality (Drechsler and Breth, 2019;Ahmad and Barner-Rasmussen, 2019). Gupta et al (2007) propose the "24-hour knowledge factory (24HrKF)" global operation concept that can help solve the problem of KS across time zones and regions.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Collaborative knowledge sharing in global distributed teams: antecedents of innovation performance

Xia

Weng

et al. 2021

JKM

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Purpose Existing research on collaborative innovation mechanisms from the perspective of global operation is very limited. This paper aims to address the research gap by studying the factors influencing globally distributed teams’ innovation performance, especially how effective knowledge sharing between distributed teams promotes collaborative team innovation. Design/methodology/approach This research proposes a model to investigate how collaborative knowledge sharing affects global operations [team dispersion, task orientation, information and communication technology (ICT) usage] and innovation performance based on the data collected from 167 managers in 40 local Chinese IT and offshoring firms. Using the theory of Cognitive Diversity and Innovation Diffusion and Synergy, separate hierarchical regression analysis was used to test the proposed model. Findings The findings of this study demonstrate that effective collaborative knowledge sharing plays a crucial role in enhancing innovation performance in a global operation. Specifically, innovation capacity can be improved by task orientation, ICT usage and team dispersion. Originality/value This research study contributes to the development of global distributed operations and innovation among distributed teams in multinational corporations.

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False foe? When and how code switching practices can support knowledge sharing in multinational corporations

Cited by 31 publications

References 97 publications

Knowledge Co-Production with Agricultural Trade Associations

Knowledge Co-Production with Agricultural Trade Associations

Managing corporate language diversity

Collaborative knowledge sharing in global distributed teams: antecedents of innovation performance

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