International Business Competency - Communicating across culture

1. LOST IN TRANSLATION? CULTURE,
LANGUAGEAND THE ROLE OF THE
TRANSLATOR IN INTERNATIONAL
BUSINESS
Presented by Yunfeng Shen (Fred)
and Pham Thi Huyen Phuong
(LyLy)
Communicating across Cultures
Reference: John Blenkinsopp, Maryam Shademan Pajouh, (2010), “Lost
in translation? Culture, language and the rold of the translator in
international business”, Critical perspectives on international business,
Vol. 6 Iss 1 pp.38 - 52

2. CONTENT
• Key concepts
• Summary the article
• How does this article connect to IMC?
• Critique
• Conclusion
• Reference

3. Definition of key concepts
- Language barrier: is a figurative phrase used primarily to
indicate the difficulties faced when people who have no
language in common attempt to communicate with each
other.
- Untranslatable word: not able to have its sense
satisfactorily expressed in another language.

4. SUMMARY THE ARTICLE
• Overview of language in international business
• Linguistic imperialism
• Language barriers in international business
• Approaches to language in international business
• The case study: problems of translating the Farsi word
“Tarouf” into English.
• What does “tarouf” mean?
• Method in the study
• Findings from the study
• 3 key themes emerge from study

5. OVERVIEW OF LANGUAGE
IN INTERNATIONAL BUSINESS

6. Linguistic imperialism
• Much of the literature on the role of language in
international business has focused on 2 features.
1. The decisions made by MNCs regarding language use
2. The study of the growth of English as a “lingua franca”
• The notion of linguistic imperialism?
• The complex patterns of linguistic imperialism in Poland.
• The patterns of linguistic imperialism in Iranian.

7. Language barriers in international business

8. Approaches to language in international business
• There are 3 perspectives on translation and language
use in MNCs, and show how each leads to a different
language strategy.
1. Mechanical perspective
2. Cultural perspective
3. Political perspective

9. THE CASE STUDY: PROBLEMS
OF TRANSLATING THE FARSI
WORD “TAROUF” INTO ENGLISH

10. Tarouf?
compliment(s), ceremony,
offer, gift, flummery,
courtesy, flattery, formality,
good manners, soft tongue,
honeyed phrases
Saluation,
compliment,comity,
chivalry
compliment, ceremony,
offer, present, and
After
you.
No, after
you
No
please,
after you

11. Method in the study
• Proceeded to explore the three empirical questions:
• How do translators deal with the problems of translating the word
“tarouf”?
• In addition to the problems with the word. Does the concept of
tarouf have an impact on their role in facilitating communication
between Farsi and non-Farsi speakers in international business?
• What are the implications of these issues for international
business communication?
• In-depth telephone interviews with 31 individuals working
in English and Farsi
• 16 translators (5 men, 11 women)
• 14 interpreters (12men, 2 women)
• five managers (3 Iranian, 2 British) working for MNCs in Iran.

12. Findings
How do you
deal with the
word “tarouf”
in your work?
“tarouf”
“tarouf pharse”
The use of
repetition
“phatic
function”
How do you
deal with the
concept of
tarouf in your
work?
Translation by
analogy
Situations of
tarouf
The implications
of tarouf for
international
business
communication
International
managers’ view of
the “problem” of
tarouf

13. Key themes emerge from findings
• Translators have a clear view on how to handle the issue
of untranslatable words.
• The mutual lack of awareness of the cultural issues
encapsulated in the untranslatable word (in this instance,
tarouf)
• The way in which these problems (a lack of accurate
translation and a gap in cultural understanding) creat the
kind of vicious cycle in international business
communication. (Harzing and Feely (2008)).

14. How it connects to IMC?
• Firsly, the article helps the international business
managers can understand the use of the word “tarouf”,
the concept of “tarouf” and the culture of Iran through the
use of “tarouf”
• Secondly, the managers will have a clear view how to
handle the issue of untranslatable words in every
countries.
• Thirdly, the managers be aware with the cultural issues
encapsulated in the untranslatable words in each country.

15. Critique of article
STRENGTHS WEAKNESSES
- The purpose of the article made
clear in the introduction.
- All of the discussion is relevant.
- The structure is very clear.
- Mentions clearly the view of
language barriers in
international business.
- Gives the specific examples for
each issue.
- Do not mention how the
managers can deal with
the problem of
untranslatable words.
- Do not explain more about
concept of the word
“tarouf”

16. Conclusion
• Introduction
• Key concepts
• Summary the article
• How does this article connect to IMC?
• Critique
• Conclusion
• Reference

17. Reference
• Charles, M. (2007), “Language matters in global communication”, Journal of
Business Communication, Vol. 44 No. 3, pp. 260-82.
• Charles, M. and Marschan-Piekkari, R. (2002), “Language training for enhanced
horizontal communication: a challenge for MNCs”, Business Communication
Quarterly, Vol. 65 No. 2, pp. 9-29.
• Feely, A.J. and Harzing, A.W. (2003), “Language management in multinational
companies”, Journal of Cross Cultural Management, Vol. 10 No. 2, pp. 37-52.
• Harzing, A.W.K. and Feely, A.J. (2008), “The language barrier and its implications
for HQ-subsidiary relationships”, Cross Cultural Management: An International
Journal, Vol. 15 No. 1, pp. 49-60.
• John Blenkinsopp, Maryam Shademan Pajouh, (2010), “Lost in translation?
Culture, language and the rold of the translator in international business”, Critical
perspectives on international business, Vol. 6 Iss 1 pp.38 - 52
• Janssens, M., Lambert, J. and Steyaert, C. (2004), “Developing language
strategies for international companies: the contribution of translation studies”,
Journal of World Business, Vol. 39 No. 4, pp. 414-30.
• Tietze, S. (2007), “Language and international management emergent themes
and new perspectives”, Bradford University School of Management Working
Paper, No. 07/35.
• Tietze, S. (2008), International Management and Language, Routledge, London.
• Welch, D., Welch, L. and Piekkari, R. (2005), “Speaking in tongues: the impact of
language in international management processes”, International Studies of
Management and Organization, Vol. 35 No. 1, pp. 10-27.