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Functional and Linguistic Bridging in Multinational Corporations: Moderating Effect of Cultural Identity Integration

Author

Listed:
  • Ting Liu

    (Graduate School of Economics, Osaka University)

  • Tomoki Sekiguchi

    (Graduate School of Management, Kyoto University)

  • Wirawan Dony Dahana

    (Graduate School of Economics, Osaka University)

Abstract

In this study, we explore the role of functional and linguistic bridging in multinational corporations (MNCs) using a sample of 200 Japanese employees working in Japanese overseas subsidiaries. We draw on the social network theory and Job Demands- Resources (JD-R) model to advocate the idea that bridging roles (functional and linguistic bridging) influence team-member exchange (TMX) and emotional exhaustion positively via the mediating role of occupational social capital and role conflict. We found that employees who possess low cultural identity integration were more versatile in moderating between a bridging role, team member relationships, and emotional outcomes. Our findings make a theoretical contribution in exploring bridging roles from both the positive and negative sides of international business. We suggest that although bridge individuals can lead to positive team member relationships, they can also signal emotional burnout stemming from role conflict. We also offer suggestions on how to recognize cultural identity integration as a resource in elaborating on bridging roles and mitigating negative emotional outcomes.

Suggested Citation

  • Ting Liu & Tomoki Sekiguchi & Wirawan Dony Dahana, 2018. "Functional and Linguistic Bridging in Multinational Corporations: Moderating Effect of Cultural Identity Integration," Discussion Papers in Economics and Business 18-26, Osaka University, Graduate School of Economics.
    • Handle: RePEc:osk:wpaper:1826
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    References listed on IDEAS

    as
    1. Wilhelm Barner-Rasmussen & Mats Ehrnrooth & Alexei Koveshnikov & Kristiina Mä;kelä, 2014. "Cultural and language skills as resources for boundary spanning within the MNC," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 45(7), pages 886-905, September.
    2. Harzing, Anne-Wil & Köster, Kathrin & Magner, Ulrike, 2011. "Babel in business: The language barrier and its solutions in the HQ-subsidiary relationship," Journal of World Business, Elsevier, vol. 46(3), pages 279-287, July.
    3. Rosseel, Yves, 2012. "lavaan: An R Package for Structural Equation Modeling," Journal of Statistical Software, Foundation for Open Access Statistics, vol. 48(i02).
    4. Stacey R Fitzsimmons & Yuan Liao & David C Thomas, 2017. "From crossing cultures to straddling them: An empirical examination of outcomes for multicultural employees," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 48(1), pages 63-89, January.
    5. Seers, Anson, 1989. "Team-member exchange quality: A new construct for role-making research," Organizational Behavior and Human Decision Processes, Elsevier, vol. 43(1), pages 118-135, February.
    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    functional bridging; linguistic bridging; cultural identity integration; team-member exchange (TMX); emotional exhaustion;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
    • M16 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - International Business Administration

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