研究生: |
王宇平 Wang, Yu-ping |
---|---|
論文名稱: |
跨國建築公司翻譯實務:中國子公司資源運用 Translation in a Multinational Architecture Firm: Resource Allocation in a Chinese Subsidiary |
指導教授: |
陳子瑋
Chen, Tze-Wei |
學位類別: |
碩士 Master |
系所名稱: |
翻譯研究所 Graduate Institute of Translation and Interpretation |
論文出版年: | 2015 |
畢業學年度: | 103 |
語文別: | 英文 |
論文頁數: | 129 |
中文關鍵詞: | 翻譯 、跨國企業 、外包翻譯 |
英文關鍵詞: | translation, multinational corporations, outsourcing |
論文種類: | 學術論文 |
相關次數: | 點閱:195 下載:12 |
分享至: |
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報 |
語言隔閡的問題近年在國際貿易相關研究中逐漸受到重視,但是對於跨國企業日常如何應對翻譯實務尚未有深入探討。本論文希望能進一步了解翻譯相關資源的運用和當今應對模式。透過在一家跨國建築公司的中國字公司進行一對一面談和線上問卷調查,本研究發現大多數的員工都有親身做過翻譯,並認為翻譯是非正式的工作職責本分。員工普遍重視翻譯品質,並且會利用機器翻譯工具檢查外包的翻譯.本論文建議該公司可以開始開發企業詞匯表和翻譯記憶,在加快翻譯作業速度、改善翻譯品質的同時也能累積公司語言資產。
Language in the international business context is a topic that's been steadily gaining attention, but in-depth understanding of how multinational corporations handle day-to-day translation tasks is still eluding researchers. This thesis aims to conduct an investigation into the allocation of resources for translation to better understand demands and current practices. Through personal interviews and an online survey at a Chinese subsidiary of a multinational architecture firm, the results showed that most employees have translated content themselves and considered translation an unspoken part of their jobs. The majority of the employees are wary of translation quality and review outsourced translations using machine translation tools. Suggested next steps include developing corporate glossary and translation memory to maximize the existing linguistic assets and improve translation speed and accuracy.
Angouri, J. (2013). The multilingual reality of the multinational workplace: language policy and language use. Journal of Multilingual and Multicultural Development, 34(6), 564–581. doi:10.1080/01434632.2013.807273
Badalotti, F. (2010). Professional multilinguals: Some exploratory considerations on language and the identities of translators and interpreters.Monash University linguistics papers, 7(1), 1.
Barner-Rasmussen, W., & Aarnio, C. (2011). Shifting the faultlines of language: A quantitative functional-level exploration of language use in MNC subsidiaries. Journal of World Business, 46(3), 288–295. doi:10.1016/j.jwb.2010.07.006
Barner-Rasmussen, W., & Björkman, I. (2005). Surmounting interunit barriers factors associated with interunit communication intensity in the multinational corporation. International Studies of Management & Organization, 35(1), 28-46.
Barner-Rasmussen, W., & Björkman, I. (2007). Language Fluency, Socialization and Inter-Unit Relationships in Chinese and Finnish Subsidiaries. Management and Organization Review, 3(1), 105–128. doi:10.1111/j.1740-8784.2007.00060.x
Bielsa, E. (2005). Globalisation as translation: an approximation to the key but invisible role of translation in globalisation. Retrieved from http://wrap.warwick.ac.uk/1956/
Brannen, M. Y., Piekkari, R., & Tietze, S. (2014). The multifaceted role of language in international business: Unpacking the forms, functions and features of a critical challenge to MNC theory and performance. Journal of International Business Studies, 45(5), 495–507. doi:10.1057/jibs.2014.24
Charles, M., & Marschan-Piekkari, R. (2002). Language Training for Enhanced Horizontal Communication: A Challenge for MNCs. Business Communication Quarterly, 65(2), 9–29. doi:10.1177/108056990206500202
Costales, A. F. (2012). Collaborative Translation Revisited: Exploring the Rationale and the Motivation for Volunteer Translation.
Cowley, P., & Hanna, B. E. (2005). Cross-cultural skills - Crossing the disciplinary divide. Language and Communication, 25(1), 1–17. doi:10.1016/j.langcom.2004.05.002
Dhir, K. S., & Gòkè-Paríolá, A. (2002). The case for language policies in multinational corporations. Corporate Communications: An International Journal, 7(4), 241–251. doi:10.1108/13563280210449822
Du-Babcock, B., & Babcock, R. D. (1996). Patterns of Expatriate-Local Personnel Communication in Multinational Corporations. Journal of Business Communication, 33(2), 141–164. doi:10.1177/002194369603300204
Feely, A., & Harzing, A. (2002). Forgotten and Neglected: Language the Orphan of International Business Research. Aston Business School.
Feely, A. J., & Harzing, A.-W. (2003). Language management in multinational companies. Cross Cultural Management: An International Journal, 10(2), 37–52. doi:10.1108/13527600310797586
Fowler, F. J. (1995). Improving survey questions: Design and evaluation (Vol. 38). Sage.
Fredriksson, R. (2006). The multinational corporation as a multilingual organization: The notion of a common corporate language. … : An International …. Retrieved from http://www.emeraldinsight.com/doi/abs/10.1108/13563280610713879
Fredriksson, R., Barner-Rasmussen, W., & Piekkari, R. (2006). The multinational corporation as a multilingual organization: The notion of a common corporate language. Corporate Communications: An International Journal, 11(4), 406–423. doi:10.1108/13563280610713879
Gerritsen, M., & Nickerson, C. (2009). BELF: Business English as a lingua franca. The handbook of business discourse, 180-192.Harzing, A. W. (2001a). Of bears, bumble-bees, and spiders: The role of expatriates in controlling foreign subsidiaries. Journal of World Business, 36(4), 366–379. doi:10.1016/S1090-9516(01)00061-X
Harzing, A. W. (2001b). Who’s in charge? An empirical study of executive staffing practices in foreign subsidiaries. Human Resource Management, 40(2), 139–158. doi:10.1002/hrm.1004
Harzing, A. W., Köster, K., & Magner, U. (2011). Babel in business: The language barrier and its solutions in the HQ-subsidiary relationship. Journal of World Business, 46(3), 279–287. doi:10.1016/j.jwb.2010.07.005
Harzing, A. W., & Pudelko, M. (2013). Language competencies, policies and practices in multinational corporations: A comprehensive review and comparison of Anglophone, Asian, Continental European and Nordic MNCs. Journal of World Business, 48(1), 87–97. doi:10.1016/j.jwb.2012.06.011
Harzing, A. W., & Christensen, C. (2004). Expatriate failure: time to abandon the concept?. Career Development International, 9(7), 616-626.
Harzing, A.-W., & Feely, A. J. (2008). The language barrier and its implications for HQ-subsidiary relationships. Cross Cultural Management: An International Journal, 15(1), 49–61. doi:10.1108/13527600810848827
Harzing, A.-W., & Maznevski, M. (2002). The Interaction Between Language and Culture: A Test of the Cultural Accommodation Hypothesis in Seven Countries. Language and Intercultural Communication, 2(2), 120–139. doi:10.1080/14708470208668081
Henderson, J. K. (2005). Language diversity in international management teams. International Studies of Management & Organization, 35(1), 66-82.
Sölvell, Ö., & Zander, I. (1995). Organization of the dynamic multinational enterprise: The home-based and the heterarchical MNE. International Studies of Management & Organization, 17-38.
House, R., Javidan, M., Hanges, P., & Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: An introduction to project GLOBE. Journal of World Business, 37(1), 3–10. doi:10.1016/S1090-9516(01)00069-4
Janssens, M., & Steyaert, C. (2014). Re-considering language within a cosmopolitan understanding: Toward a multilingual franca approach in international business studies. Journal of International Business Studies, 45, 623–639. doi:10.1057/jibs.2014.9
Kankaanranta, A., & Louhiala-Salminen, L. (2010). “English? - Oh, it’s just work!”: A study of BELF users’ perceptions. English for Specific Purposes, 29(3), 204–209. doi:10.1016/j.esp.2009.06.004
Kankaanranta, A., & Louhiala-salminen, L. (2013). “ What language does global business speak ?” – The concept and development of BELF. Iberica, 26(26), 17–34.
Kaye, A. S. (2006). Becoming a Translator: An Introduction to the Theory and Practice of Translation (review). Language (Vol. 82). doi:10.1353/lan.2006.0050
Kittur, A. (2010). Crowdsourcing, collaboration and creativity. XRDS: Crossroads, The ACM Magazine for Students, 17(2), 22. doi:10.1145/1869086.1869096
Klitmøller, A., & Lauring, J. (2013). When global virtual teams share knowledge: Media richness, cultural difference and language commonality. Journal of World Business, 48(3), 398–406. doi:10.1016/j.jwb.2012.07.023
Lauring, J., & Selmer, J. (2011). Multicultural organizations: common language, knowledge sharing and performance. Personnel Review, 40(3), 324–343. doi:10.1108/00483481111118649
Leeds‐Hurwitz, W. (1990). Notes in the history of intercultural communication: The Foreign Service institute and the mandate for intercultural training. Quarterly Journal of Speech. doi:10.1080/00335639009383919
Louhiala-Salminen, L., Charles, M., & Kankaanranta, A. (2005). English as a lingua franca in Nordic corporate mergers: Two case companies. English for Specific Purposes, 24(4 SPEC. ISS.), 401–421. doi:10.1016/j.esp.2005.02.003
Louhiala-Salminen, L., & Kankaanranta, A. (2012). Language as an issue in international internal communication: English or local language? If English, what English? Public Relations Review, 38(2), 262–269. doi:10.1016/j.pubrev.2011.12.021
Lowe Jr, P. L. (1987). Interagency language roundtable oral proficiency interview. Reviews of English language proficiency tests, 81œ83.
Luo, Y., & Shenkar, O. (2006). The multinational corporation as a multilingual community: Language and organization in a global context. Journal of International Business Studies, 37(3), 321–339. doi:10.1057/palgrave.jibs.8400197
Macdonald, S., & Williams, C. (1994). The survival of the gatekeeper.Research Policy, 23(2), 123-132.
Maclean, D. (2006). Beyond English: Transnational corporations and the strategic management of language in a complex multilingual business environment. Management Decision, 44(10), 1377–1390. doi:10.1108/00251740610715704
Maister, D. (1985). The one-firm firm. Sloan Management Review, 27(1), 3-13.
Marschan, R., Welch, D., & Welch, L. (1997). Language: The forgotten factor in multinational management. European Management Journal, 15(5), 591–598. doi:10.1016/S0263-2373(97)00038-8
Marschan-Piekkari, R., Welch, D., & Welch, L. (1999a). Adopting a common corporate language: IHRM implications. The International Journal of Human Resource Management, 10, 377–390. doi:10.1080/095851999340387
Marschan-Piekkari, R., Welch, D., & Welch, L. (1999b). In the shadow: the impact of language on structure, power and communication in the multinational. International Business Review, 8(4), 421–440. doi:10.1016/S0969-5931(99)00015-3
Mishra, D. P., Heide, J. B., & Cort, S. G. (1998). Information asymmetry and levels of agency relationships. Journal of Marketing Research, 35(3), 277–295. doi:10.2307/3152028
Moenaert, R. K., Caeldries, F., Lievens, A., & Wauters, E. (2000). Communication flows in international product innovation teams. Journal of Product Innovation Management, 17(5), 360–377. doi:10.1016/S0737-6782(00)00048-5
Neeley, T. (2012). Global business speaks English: Why you need a language strategy now. Harvard Business Review, 90(5), 116-124.
Neeley, T., & Kaplan, R. S. R. (2014). What’s Your Language Strategy? Harvard Business Review, 70–76.
Noorderhaven, N. G., & Harzing, A. (2003). The “ country-of-origin effect ” in multinational corporations : Sources , mechanisms and moderating conditions. Management International Review, 43(special issue 2), 47–66. doi:10.1007/978-3-322-90995-4_4
Nurmi, T. (1995). Expatriate's Role in Influencing the Communication within Multinationals: The Case of Nokia Telecommunications. Master's Thesis. Helsinki, Finland: Helsinki School of Economics and Business Administration.
Ochieng, E. G., & Price, a. D. F. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK. International Journal of Project Management, 28(5), 449–460. doi:10.1016/j.ijproman.2009.08.001
Olohan, M. (2014). Why do you translate? Motivation to volunteer and TED translation. Translation Studies, 7(1), 17–33. doi:10.1080/14781700.2013.781952
Peltokorpi, V., & Clausen, L. (2011). Linguistic and cultural barriers to intercultural communication in foreign subsidiaries. Asian Business & Management, 10(4), 509–528. doi:10.1057/abm.2011.20
Piekkari, R. (2008). Language and careers in multinational corporations.International management and language, 128-137. Piekkari, R., Welch, D. E., Welch, L. S., Peltonen, J. P., & Vesa, T. (2013). Translation behaviour: An exploratory study within a service multinational. International Business Review, 22(5), 771–783. doi:10.1016/j.ibusrev.2012.12.004
Piekkari, R., Welch, D., & Welch, L. S. (2014). Language in international business: The multilingual reality of global business expansion. Edward Elgar Publishing.
Polzer, J. T., Milton, L. P., & Swann, W. B. (2001). Capitalizing on Diversity: Interpersonal Congruence in Small Work Groups. Academy of Management Proceedings & Membership Directory, 8, H1–H6. doi:10.5465/APBPP.2001.6133646
Potsus, W., & Deschamps-Potter, C. (2002). Selecting a translation agency.International Technical Communication, 49(5), 5-9.
Pudelko, M., & Harzing, A. W. (2008). The Golden Triangle for MNCs:. Standardization Towards Headquarters Practices, Standardization Towards Global Best Practices and Localization. Organizational Dynamics, 37(4), 394–404. doi:10.1016/j.orgdyn.2008.07.002
Reeves, N., & Wright, C. (1996). Linguistic auditing: A guide to identifying foreign language communication needs in corporations (Vol. 9). Multilingual Matters.
Reiche, S., & Harzing, A. (2010). International Assignments. In A.-W. Harzing & A. Pinnington (Eds.), International Human Resource Management (3rd ed., pp. 185–226). London: Sage Publications.
Ricks, D. A. (1983). Products that crashed into the language barrier. Business & Society Review, 45, 46-50.
Rogerson-Revell, P. (2007). Using English for international business: A European case study. English for specific purposes, 26(1), 103-120.
Rychtyckyj, N. (2006). Standard language at Ford Motor Company: A case study in controlled language development and deployment. In Proceedings of the Fourh Controlled Language Application Workshop CLAW 2006.
Serneels, S., & Croux, C. (2002). Departement Toegepaste Economische Wetenschappen. Researchgate.Net, 153(3), 0–44.
Spinks, N., & Wells, B. (1997). Intercultural communication: a key element in global strategies. Career Development International, 2, 287–292. doi:10.1108/13620439710178684
Steyaert, C., & Janssens, M. (1997). Language and Translation in an International Business Context: Beyond an Instrumental Approach. Target, 9(1), 131–154. doi:10.1075/target.9.1.08ste
Steyaert, C., Ostendorp, A., & Gaibrois, C. (2011). Multilingual organizations as “linguascapes”: Negotiating the position of English through discursive practices. Journal of World Business, 46(3), 270–278. doi:10.1016/j.jwb.2010.07.003
Tange, H., & Lauring, J. (2009). Language management and social interaction within the multilingual workplace. Journal of Communication Management, 13(3), 218–232. doi:10.1108/13632540910976671
Tenzer, H., Pudelko, M., & Harzing, A.-W. (2013). The impact of language barriers on trust formation in multinational teams. Journal of International Business Studies, 1–28. doi:10.1057/jibs.2013.64
Van den Born, F., & Peltokorpi, V. (2010). Language Policies and Communication in Multinational Companies: Alignment With Strategic Orientation and Human Resource Management Practices. Journal of Business Communication, 47, 97–118. doi:10.1177/0021943610364515
Welch, D., Welch, L., & Piekkari, R. (2005). Speaking in tongues: The importance of language in international management processes. International Studies of …. Retrieved from http://www.tandfonline.com/doi/abs/10.1080/00208825.2005.11043723