Language-Based Communication Zones in International Business Communication

Abstract

This paper presents a model of language-based communication zones in international business communication. The model builds on Du-Babcock and Babcock's (1996) descriptions of expatriate-local personnel communication patterns by reconfiguring and adding new zones, which vary according to the language proficiency matches of the interactants. The eight new communication zones represented here can contribute to a more comprehensive framework that represents the dynamic, bi-directional, multiply influenced, and tmnsformational translation process integral to international business communication. Previous research has operated on the assumption that all participants within an international business communication setting function as fully proficient users of all languages being spoken, with no accounting for communication difficulties based on varying levels of language proficiency. This study asserts that there is, in fact, a language-competency variable that greatly impacts communication and communication dynamics within the eight identified language-based communication zones. Research-based incidents from four countries illustrate likely communication patterns in the language-based communication zones.

The multinational corporation as a multilingual community: Language and organization in a global context

“…The MNC is a multilingual community because it contains a group of subunits that are dispersed across a variety of national locales, each with a workforce having its own native language, form of discourse and cultural environment (Adler, 1983;Babcock and Babcock, 2001;Phillips et al, 2004). 4 Language boundaries are not clear cut; however, multiple languages are often concurrently used within a subunit, between subunits, and between subunits and headquarters.…”

“…Using the local language may also promote competitive responsiveness to the host market. When subunits within the same zone or region use the same language to communicate with one another, information exchange and sharing will be augmented (Ghoshal and Nohria, 1989;Babcock and Babcock, 2001). Finally, a multidomestic strategy requires less intranetwork communication, coordination, and integration, and thus weakens the demand for using a uniform language.…”

Participation and performance in international business meetings

“…Within linguistics, there has also been increasing interest in the role of language and culture in international business communication (Babcock & du-Babcock 2001, Rogerson-Revell 1999, Spencer-Oatey and Xing 1998, Firth 1996 and specifically in English as a common language of international business in Europe.…”

Globalization Implications for Human Resource Management Roles

“…HRM practices must improve in order to address issues of dual career families, compensation, safety, and career continuance. HRM practices that may improve the expatriate success rate include pre-departure training and socialization (Babcock and Du-Babcock 2001), and more effective selection of employees for foreign assignments (Harvey and Novicevic 2001).…”