Corporate Language and Implications for Organizational Learning

This paper explores empirically implications of language use for MNCs’ learning from subsidiaries. Drawing on sociolinguistic literature, the article argues that while employing a single corporate language facilitates quick and direct communication of explicit knowledge, such a language design is insufficient to leverage contextually specific and culturally embedded knowledge. This indicates the need for disentangling language and culture. The paper further argues for the need to go beyond national language to consider how prevailing kinds of corporate talk may curb headquarters potential for learning from cultural and contextual diversity.