Limits of a Second Language

Native and Second Languages in Management Team Communication

Bibliographic Data

ID5846121
AuthorsJan Ketil Arnulf (0000-0002-3798-1477, BI Norwegian Business School, corresponding author), Wanwen Dai (Nanjing University of Finance and Economics), Hui Jing Lu (0000-0003-4025-3160, BI Norwegian Business School), Hui Lu (0000-0002-8545-2537), Zhe Niu (BI Norwegian Business School)
Year2021
Volume12
Publication date2021-09-21
Open AccessYes
TypeARTICLE
VenueFrontiers in Psychology (JOURNAL)
Journal identifiersISSN: 1664-1078 • E-ISSN: 1664-1078
PublisherFrontiers Media (PUBLISHER • CH)
DOI10.3389/fpsyg.2021.580946
PMID34621200
OpenAlexW3200722142
LanguageEN
References cited62

Cultural differences in speech acts are common challenges in management involving Chinese and Western managers. Comparing four groups - Native-speaking Chinese, English-speaking Chinese, Chinese-speaking Westerners, and non-Chinese- speaking Westerners, we assessed the effects of language and ethnicity on the ability to predict communication obstacles in a management team scenario. Bilingual subjects were less likely to be influenced by ethnic biases. Still, bilinguals were not more likely to adjust their metacognitions about communication toward those of the native speakers. The study creates a link between management, cognition and linguistics, as well as having consequences for the study of metacognition in cross-cultural management

Cultural Differences and Values · International Student and Expatriate Challenges · Language, Metaphor, and Cognition

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