Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Language policies and practices in wholly-owned foreign subsidiaries
T2 - a recontextualization perspective
AU - Peltokorpi, Vesa
AU - Vaara, Eero
PY - 2012/12
Y1 - 2012/12
N2 - This study adopts a recontextualization perspective on language policies and practices in wholly owned foreign subsidiaries. Drawing on a field study of 101 subsidiaries in Japan, we develop a contingency model that distinguishes between four different types of recontextualization with characteristic language policies and practices: developing/locally adaptive, developing/globally integrated, established/locally adaptive, and established/globally integrated. Our analysis shows how each of these four types is accompanied by specific problems and challenges. In particular, it elucidates five important aspects of language implementation: (1) the emergence of language praxis from the interplay of headquarters strategies and local responses; (2) the hybridization of language practices; (3) the central role of key actors such as subsidiary presidents in recontextualization; (4) the pervasive power implications of language policies and practices; and (5) the multifaceted implications for strategic human resource management. By so doing, our analysis opens up new avenues for context-specific and practice-oriented studies of language in multinational companies.
AB - This study adopts a recontextualization perspective on language policies and practices in wholly owned foreign subsidiaries. Drawing on a field study of 101 subsidiaries in Japan, we develop a contingency model that distinguishes between four different types of recontextualization with characteristic language policies and practices: developing/locally adaptive, developing/globally integrated, established/locally adaptive, and established/globally integrated. Our analysis shows how each of these four types is accompanied by specific problems and challenges. In particular, it elucidates five important aspects of language implementation: (1) the emergence of language praxis from the interplay of headquarters strategies and local responses; (2) the hybridization of language practices; (3) the central role of key actors such as subsidiary presidents in recontextualization; (4) the pervasive power implications of language policies and practices; and (5) the multifaceted implications for strategic human resource management. By so doing, our analysis opens up new avenues for context-specific and practice-oriented studies of language in multinational companies.
KW - language
KW - language policy
KW - practice
KW - praxis
KW - recontextualization
U2 - 10.1057/jibs.2012.28
DO - 10.1057/jibs.2012.28
M3 - Journal article
VL - 43
SP - 808
EP - 833
JO - Journal of International Business Studies
JF - Journal of International Business Studies
SN - 0047-2506
IS - 9
ER -