Speaking in Tongues : The Importance of Language in International Management Processes-Reference-Cited by-同舟云学术

Speaking in Tongues : The Importance of Language in International Management Processes

Published:2005-01-01 Issue:1 Volume:35 Page:10-27
ISSN:0020-8825
Container-title:International Studies of Management & Organization
language:en
Short-container-title:International Studies of Management & Organization

Author:

WELCH DENICE¹,WELCH LAWRENCE¹,PIEKKARI REBECCA²

Affiliation:

1. Melbourne Business School, 380 St. Kilda Road, Melbourne, Victoria 3004, Australia

2. Helsinki School of Economics, P.O. 1210, FIN-00100 Helsinki, Finland

Publisher

Informa UK Limited

Subject

Strategy and Management,Business and International Management

Link

https://www.tandfonline.com/doi/pdf/10.1080/00208825.2005.11043723

Reference42 articles.

1. Marschan-Piekkari, R., D. E. Welch, and L. S. Welch. 1999a. “In the Shadow: The Impact of Language on Structure, Power and Communication in the Multinational.” International Business Review 8 (4): 421–440.

2. Piekkari, R., E. Vaara, J. Tienari, and R. Säntti. 2005. “Integration or Disintegration? Human Resource Implications of the Common Corporate Language Decision in a Cross-Border Merger.” International Journal of Human Resource Management 16 (3; March): 333–347.

3. Simoes, V. C., R. Biscaya, and P. Nevado. 2002. “Subsidiary Decision-Making Autonomy: Competences, Integration and Local Responsiveness.” In Network Knowledge in International Business, ed. Sarianna Lundan, 137–166. Cheltenham: Edward Elgar.

4. Madureira, R. 2004. “The Role of Personal Contacts of Foreign Subsidiary Managers in the Coordination of Industrial Multinationals: The Case of Finnish Subsidiaries in Portugal.” Doctoral dissertation, University of Jyväskylä Press, Jyväskylä, Finland.

5. Hedlund, G. 1999. "The Intensity and Extensity of Knowledge and the Multinational Corporation as a Nearly Recomposable System (NRS)." Management International Review 39 (1; Special Issue): 5-44.

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