Translation in the network economy

Risku, Hanna; Rossmanith, Nicole; Reichelt, Andreas; Zenk, Lukas

doi:10.1075/btl.108.02ris

Cited by 12 publications

(5 citation statements)

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“…A lot of the changes described thus echo tendencies described in previous research (e.g. Kuznik & Verd 2010;Risku et al 2013;Virtanen 2019). Of course, changes may be due to other factors: in some cases, respondents may have begun revising and managing translations due to experience and career progression.…”

supporting

confidence: 82%

“…Indeed, recent studies illustrate that in-house translators' tasks can be diverse, and translation may not necessarily constitute a major part of their work. In one study, Risku et al (2013) observed project managers' work at a translation company in 2002 and 2007. During this period, the number of employed staff actually increased, but their tasks shifted from translation to translation management: the production and review of translations were outsourced rather than completed by in-house staff.…”

Section: Trends In In-house Translation and Implications For Jobs And...mentioning

confidence: 99%

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Extinction or evolution?

Hjort,

Ruokonen

2021

mikael

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Since the 1990s, outsourcing, streamlining and technologisation have induced profound changes in the content, organisation and location of translators’ work. Nevertheless, due to the scarcity of longitudinal research, such changes must typically be pieced together from individual studies. The present paper adopts a novel approach: analysing data from a survey in which the respondents (n=223) could report on one current and two previous in-house positions, we provide an overview of the changes in in-house translators’ work in Finland from 1995 to 2018. Combining quantitative and qualitative methods, we consider 1) indications of outsourcing and restructuring, 2) changes in responsibilities and 3) changes in physical location and organisational position. The responses indicate some decrease in in-house jobs and a greater variety in responsibilities. There is also an increase in teleworking and indications of complex organisational structures, although translation teams remain common. On the whole, in-house translators appear an evolving rather than an endangered professional group.

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confidence: 82%

Section: Trends In In-house Translation and Implications For Jobs And...mentioning

confidence: 99%

Extinction or evolution?

Hjort,

Ruokonen

2021

mikael

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“…A company operating in this sector may focus on one or many language pairs and usually has a centralised management structure to interactusually virtually within a projectsspecific network (Risku et al 2013)with a multitude of clients and translators, functioning as a channel between those who request the service and those who offer it. This means that a company in the translation industry has many stakeholders, whose identification would help to methodically assess the ethical issues that the industry faces.…”

Section: Considerationsmentioning

confidence: 99%

Ethics in the translation industry

Moorkens¹,

Rocchi²

2020

The Routledge Handbook of Translation and Ethics

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This chapter considers ethical issues related to the contemporary translation industry, about which little, to our knowledge, has previously been written to date. Many publications concerning ethics in translation have theorised on whether the translator should be constrained by fidelity to the source text or should be permitted to refuse to translate material that they consider unethical (Chesterman 1997; Van Wyke 2012), or on how translators negotiate a liminal space between cultures (Pym 2012) without consideration of the ethical issues related to the translation industry and the way it relates to its main stakeholders. Tymoczko (2007) and Abdallah (2010) on asymmetries of power and Drugan's (2017) consideration of social responsibility and responsibility to clients, which harks back to a discussion of ethical dimensions of functionalism by Nord (1997) and the need to balance fidelity to the source, target, and facilitation of intercultural communication. Exceptions include work byIn this chapter, we focus on ethical concerns experienced by (and directed at) different stakeholders in the translation industry at various levels in translation production. These stakeholders' responsibilities and priorities may differ depending on the organisation's size,

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“…However, these are not representative of the predominant configurations of today’s translation world. Abdallah (2010), Risku (2006, 2009), Risku et al (2013), Ehrensberger-Dow (2014), and LeBlanc (2013) are among the few workplace-focused studies of translators and TCs in the private sector, where most translation is of a nonliterary nature. Our research adds a UK dimension to those studies conducted in Finland, Austria, Switzerland, and Canada respectively.…”

Section: Research Context: Workplace Studies and Trustmentioning

confidence: 99%

Dynamics of Trusting in Translation Project Management: Leaps of Faith and Balancing Acts

Olohan

Davitti

2015

Journal of Contemporary Ethnography

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This paper examines the work of project managers in two UK-based translation companies. Drawing on participant observation, interviews and artefacts from field sites, our analysis focuses on the ways in which trust is developed and maintained in the relationships that project managers build, on the one hand, with the clients who commission them to undertake translation projects, and, on the other, with freelance translators who perform the translation work. The project manager's ability both to confer and to instil trust is highlighted as key to the successful operation of the company. Conceptualizing trust as a dynamic process, we consider what this process of trusting entails in this context: positive expectations vis-à-vis the other parties; willingness to expose oneself to vulnerabilities; construction of bases for suspending doubts and uncertainties (leaps of faith). We observe the important role of communication and discursive strategies in building and maintaining trust and draw conclusions for translator education. Keywords professional translation, translation project management, freelance translation, trust, translator educationProfessional translators are engaged predominantly as freelancers by translation agencies or companies (henceforth TCs), where their work is usually managed by in-house, salaried project managers (henceforth PMs). The PM is the main and often the only point of contact for translators in their daily work and for clients who require translation, so the PM's dealings with both translators and clients are likely to be crucial to the success or failure of a TC. In this paper we examine the relations between these parties, drawing on the first phase of an ethnographic study of UK-based

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Translation in the network economy

Cited by 12 publications

References 0 publications

Extinction or evolution?

Extinction or evolution?

Ethics in the translation industry

Dynamics of Trusting in Translation Project Management: Leaps of Faith and Balancing Acts

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