Abstract
This article adopts a cognitive neuroscience perspective to develop theory about the consequences of foreign language use in organizational settings. In contrast to previous work that has focused on the interpersonal effects of foreign language use, we focus on intra-personal, cognitive processes that affect employee performance. Our model delineates how foreign language processing depletes cognitive resources, which can ultimately result in biased decision-making and reduced self-regulation. We discuss theoretical and practical implications of our model for international business research in the context of an increasing number of organizations that have adopted a common corporate language.
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Acknowledgements
The authors would like to thank Anne-Wil Harzing, Anne Huff, and David Whetten for their much appreciated advice concerning this article. The authors are also very grateful for the constructive and thoughtful guidance provided by special issue editor Mary Yoko Brannen and by two anonymous reviewers.
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Accepted by Mary Yoko Brannen, Deputy Editor, 23 March 2014. This article has been with the authors for two revisions.
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Volk, S., Köhler, T. & Pudelko, M. Brain drain: The cognitive neuroscience of foreign language processing in multinational corporations. J Int Bus Stud 45, 862–885 (2014). https://doi.org/10.1057/jibs.2014.26
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DOI: https://doi.org/10.1057/jibs.2014.26