Language as a Lightning Rod: Power Contests, Emotion Regulation, and Subgroup Dynamics in Global Teams

Pamela  J. Hinds; Tsedal  Neeley; Catherine  Durnell Cramton

Article | Journal of International Business Studies | June–July 2014

Language as a Lightning Rod: Power Contests, Emotion Regulation, and Subgroup Dynamics in Global Teams

by Pamela J. Hinds, Tsedal Neeley and Catherine Durnell Cramton

Abstract

Through an ethnographic study comprised of interviews with and observations of 96 globally distributed members in six software development teams, we propose a model that captures how asymmetries in language fluency contribute to an us vs. them dynamic so common in global teams. Faultlines, formed along the dimensions of asymmetries in the degree of fluency of team members, location, and nationality, were associated with subgrouping in some, but not all of the teams. Our findings suggest that divisive subgroup dynamics only occurred in teams that also suffered from power contests, suggesting power contests activate otherwise dormant faultlines. Language asymmetries further acted as a lightning rod such that team members' emotional responses to them were constant reminders of subgroup differences on these teams, which further fueled negative emotions. Our findings extend theory on subgroup dynamics in global teams by adding language as a potential faultline, showing how power struggles activated faultlines and were, in turn, reinforced by them, and documenting the emotion regulation processes triggered by subgrouping and enacted through language-related choices and behaviors.

Keywords: Equality and Inequality; Communication Intention and Meaning; Groups and Teams; Software; Emotions; Cross-Cultural and Cross-Border Issues; Power and Influence; Information Technology Industry;

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Hinds, Pamela J., Tsedal Neeley, and Catherine Durnell Cramton. "Language as a Lightning Rod: Power Contests, Emotion Regulation, and Subgroup Dynamics in Global Teams." Journal of International Business Studies 45, no. 5 (June–July 2014): 536–561.

Article | Organization Science | November–December 2019

Head, Heart or Hands: How Do Employees Respond to a Radical Global Language Change Over Time?

Sebastian Reiche and Tsedal Neeley

To understand how recipients respond to radical change over time across cognitive, affective, and behavioral dimensions, we conducted a longitudinal study of a mandated language change at a Chilean subsidiary of a large U.S. multinational organization. The engineering-focused subsidiary aiming to facilitate cross-border interactions embedded language acquisition experts to transition all employees from Spanish to English full time. We gathered survey data and objective fluency scores from the language change recipients at five points over a period of two years. Using variable and person-centered exploratory analyses, our results suggest that recipients’ negative affective responses to the language change precede their cognitive responses or self-efficacy, predicting their current language learning. Further, we find that recipients’ cognitive and affective responses over time differentially influence two future behavioral outcomes: intention to leave the organization and willingness to adopt the change. While cognitive rather than affective responses over time drive recipients’ intentions to leave, affective responses influence recipients’ willingness to adopt English. Finally, we show that change recipients followed three trajectories of cognitive responses and two trajectories of affective responses over time. We discuss theoretical and practical implications to the literature on organizational change, emotions, and language in global organizations.

Keywords: language; Communication; Change; Employees; Attitudes; Emotions; Globalized Firms and Management;

Citation:

Reiche, Sebastian, and Tsedal Neeley. "Head, Heart or Hands: How Do Employees Respond to a Radical Global Language Change Over Time?" Organization Science 30, no. 6 (November–December 2019): 1252–1269. View Details

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Eric Hawkins, director of engineering at AppFolio—a digital technology firm that offered cloud-based business software to small and medium sized companies—was shocked by an unusual request from his senior leadership team. Could Hawkins and one of his agile teams build a check scanner feature inside their management software? AppFolio’s founders had instructed to never build a check scanner; providing technologies to help businesses move into the digital era was a primary company goal. A scanner for paper checks would contradict the hard-won culture of software innovation and project self-selection that AppFolio and Hawkins’ teams lived by. Hawkins also worried that creating a new team to work on the check scanning project would cause workload and morale issues. But the sales team believed that this technology could close deals with larger, more complex property management companies, some with managers who wanted the check scanner feature. Several large-scale deals were on the line. Hawkins quickly assembled an agile market validation team and considered two options: hold fast to the company’s values and refuse to build the check scanner feature or capitulate and build a basic check scanner with minimum functionality. Engineers would likely consider this a “loser” project, yet sales might get a boost that could open a new revenue stream. Hawkins had to make his decision quickly.

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Language as a Lightning Rod: Power Contests, Emotion Regulation, and Subgroup Dynamics in Global Teams

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