Localize or local lies? The power of language and translation in the multinational corporation

Purpose – The purpose of this paper is to contribute to previous research on intraorganizational power in multinational corporations (MNCs). It shows that a subsidiary manager may use language and acts of translation to resist control from headquarters and to (re)define his and his unit’s power position in a headquarters-subsidiary relationship. It also uncovers the interplay between natural languages and “company speak” as a specialized language. Design/methodology/approach – The paper is based on a single case study of a European MNC undergoing strategic change. The data were drawn from company documents, personal interviews and focus group discussions. Findings – The findings show that actors at both headquarters and in the focal subsidiary employed language and translation to exercise power over meanings; headquarters exerted control over “mindsets” and practices, while subsidiaries responded by resisting these meaning systems. The authors argue that the crossing of language boundaries offers a window onto shifting power positions and micro-politics in the MNC. Research limitations/implications – The study was limited to a single translation act in a focal headquarters-subsidiary relationship. Practical implications – From the managerial perspective, any process of communication in a multilingual context needs to be sensitive to power (re)definitions associated with language and translation. Originality/value – This study sheds light on translation as a political act and hidden activity in the MNC.