This article argues that language needs to be considered as an important element in managing multinationals because it permeates virtually every aspect of their business activities. Due to the demands of operating in multiple foreign language environments, a shared company language does not...

This article presents an opposing view to the current populist position that corporate culture can be utilised to bind the multinational together. It critically examines the appropriateness of corporate culture as a 'soft' control mechanism, concluding that highly committed, inculcated managers...