Pub Date : 2019-11-19DOI: 10.23943/princeton/9780691196121.003.0008
T. Neeley
This chapter considers how the insights from book's research and other in-depth work that the author has conducted can serve as a guide for practitioners at three levels in the organization—top leaders, managers, and employees—who are seeking to better navigate shifts as they adopt practices for their organizations' lingua franca and cultural transitions. It details the factors that top leaders need to consider when assessing the appropriateness of a lingua franca and corresponding implementation tactics. Without a broader understanding of how language changes affect their workforce, and what is needed for implementation, many organizations will falter in their lingua franca mandates. The chapter also highlights how managers can practically support and accurately evaluate employees who are operating in a cross-lingua environment. Finally, it provides communication strategies for employees in their everyday interactions globally.
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Pub Date : 2019-11-19DOI: 10.23943/princeton/9780691196121.003.0009
T. Neeley
This concluding chapter provides some reflections on the lessons attained through the study of Rakuten's employees. The study reveals that a global company integrates its diverse and disparate pieces not only by specifying and adopting technical and organizational policies but also through the dynamic and evolving experiences that employees encounter as they meet the demands of global work. At the organizational level, a lingua franca can be a decoupling force between language and culture, and has the capacity to redistribute influence through a company in unforeseen ways. Most notably, an English-speaking Western culture is not necessarily always dominant in globalized organizations. An e-commerce giant like Rakuten that hails from an island country can forcefully assert its cultural identity. Of course, Rakuten's journey is still in process and there is no telling where it might lead. This study represents only a portion of what we can expect longitudinally when a globalizing organization makes a fundamental change to its official language.
{"title":"Conclusion","authors":"T. Neeley","doi":"10.23943/princeton/9780691196121.003.0009","DOIUrl":"https://doi.org/10.23943/princeton/9780691196121.003.0009","url":null,"abstract":"This concluding chapter provides some reflections on the lessons attained through the study of Rakuten's employees. The study reveals that a global company integrates its diverse and disparate pieces not only by specifying and adopting technical and organizational policies but also through the dynamic and evolving experiences that employees encounter as they meet the demands of global work. At the organizational level, a lingua franca can be a decoupling force between language and culture, and has the capacity to redistribute influence through a company in unforeseen ways. Most notably, an English-speaking Western culture is not necessarily always dominant in globalized organizations. An e-commerce giant like Rakuten that hails from an island country can forcefully assert its cultural identity. Of course, Rakuten's journey is still in process and there is no telling where it might lead. This study represents only a portion of what we can expect longitudinally when a globalizing organization makes a fundamental change to its official language.","PeriodicalId":369918,"journal":{"name":"The Language of Global Success","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129908726","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-11-19DOI: 10.23943/princeton/9780691196121.003.0003
Tsedal Neeley
This chapter follows Mikitani's thinking and leadership development with regard to the Englishnization mandate. Initially, Mikitani believed the English language mandate would succeed if employees were independent and entrepreneurial, taking full responsibility—financially and otherwise—for learning English. However, after nearly a year and a half, upon discovering that progress was dismal, he led a major shift. The chapter introduces and discusses Mikitani's promotion of the mandate during the second phase of “English only”—learning English while retaining one's native culture. It assesses how Mikitani's leadership influenced employee attitudes and English language proficiency scores. Mikitani believed that given the right conditions, such as the deliberate immersion that he was cultivating, the Japanese employees could acquire English as well.
{"title":"Leading the Lingua Franca Mandate","authors":"Tsedal Neeley","doi":"10.23943/princeton/9780691196121.003.0003","DOIUrl":"https://doi.org/10.23943/princeton/9780691196121.003.0003","url":null,"abstract":"This chapter follows Mikitani's thinking and leadership development with regard to the Englishnization mandate. Initially, Mikitani believed the English language mandate would succeed if employees were independent and entrepreneurial, taking full responsibility—financially and otherwise—for learning English. However, after nearly a year and a half, upon discovering that progress was dismal, he led a major shift. The chapter introduces and discusses Mikitani's promotion of the mandate during the second phase of “English only”—learning English while retaining one's native culture. It assesses how Mikitani's leadership influenced employee attitudes and English language proficiency scores. Mikitani believed that given the right conditions, such as the deliberate immersion that he was cultivating, the Japanese employees could acquire English as well.","PeriodicalId":369918,"journal":{"name":"The Language of Global Success","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131123516","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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