The role of emotions in intercultural business communication: Language standardization in the context of international knowledge transfer

Abstract

We examine language standardization in a multinational enterprise in the context of international knowledge transfer treated as an act of communication. Based on psychological theories of emotions and a qualitative study of a Chinese owned company with English as a working language, we find that both native and non-native English-speakers experience anxiety in intercultural communication. This triggers emotions that are culturally predisposed affecting communication behavior. We provide a framework within which intercultural business communication takes place and demonstrate the intermediating role that emotions play when language is standardized.

The Development and Validation of an Intercultural Business Communication Competence Scale: Evidence From Mainland China

“…Their IBCC was also positively associated with EI, which conforms to the study by Q. Wang et al (2018) and Aichhorn and Puck (2017), who stressed the importance of emotion in IBC. Specifically, the subjects' LP positively correlated with their CQS total.…”

“…Q. Wang et al (2018) found that both native English speakers and Chinese business practitioners experienced anxiety in IBC and negative language-induced emotions affected their communication behavior. In the Ang et al (2007), who defined cultural intelligence as capability to function effectively in culturally diverse settings.…”

“…The study on IBC has been addressed from a wide range of perspectives (Aichhorn & Puck, 2017;Birlik & Kaur, 2020;Glikson & Erez, 2020;Planken, 2005;Raisanen, 2020;Shachaf, 2008;Q. Wang et al, 2018).…”

Sino-Russian Intercultural Communication Research: Literature Review

“…This is the type of trust that is necessary to build relationships outside of the Guanxi system, following written and unwritten rules. In this case, the ratio of possible risks and benefits from these relationships plays a large role (Wang, 2018).…”

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

“…Furthermore, with regard to the limited extent that IB research has addressed code switching, it has mostly been described as a negative behavior that emphasizes and widens the gaps between individuals and units. Empirical accounts (e.g., Neeley, Hinds & Cramton, 2012;Hinds, Neeley & Cramton, 2014;Tenzer, Pudelko & Harzing, 2014;Tenzer & Pudelko, 2015;Wang et al, 2018) center on phenomena such as subgroups switching to their native language during a meeting held in another language, causing other parties present to experience feelings of exclusion or distrust, with repercussions on their willingness to share knowledge. Tenzer and Pudelko (2015) have recently pointed out that engaging in code-switching may be helpful for linguistically less skilled individuals, and that its effects can be moderated by astute managerial action.…”