Limits of a second language: Native and second languages in management team communication

Abstract

Cultural differences in speech acts are common challenges in management involving
Chinese and Western managers. Comparing four groups – Native-speaking Chinese,
English-speaking Chinese, Chinese-speaking Westerners, and non-Chinese- speaking
Westerners, we assessed the effects of language and ethnicity on the ability to predict
communication obstacles in a management team scenario. Bilingual subjects were less
likely to be influenced by ethnic biases. Still, bilinguals were not more likely to adjust
their metacognitions about communication toward those of the native speakers. The
study creates a link between management, cognition and linguistics, as well as having
consequences for the study of metacognition in cross-cultural management.

Keywords: second language speakers, management teams, communication, China, meta-cognition, international organizations