Driven by globalisation, ‘Language pervades every aspect of organisational life’. Globalisation has also reinforced the dominance of English as the language of international communication. However, this widespread use of English does not eliminate communication challenges—it often introduces new complexities. In multilingual teams, uneven language skills create imbalances, favouring fluent speakers and sidelining others. This article examines the challenges posed by language in international Business in today’s complex world. It demonstrates that language, more than a communication tool, is an active force in shaping organisational culture. It outlines recent trends in research, such as grand societal challenges and emerging technologies such as GenAI.

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In the middle of the third decade of the 21st century, no one should question the importance of language in international business—both in practice and research. Globalisation has accelerated international exchanges, making all companies, not just multinationals, increasingly global. From corporate headquarters to multinational teams and customer service, “language pervades every aspect of organisational life” (Neely & Kaplan).

Globalisation has also reinforced the dominance of English as the language of international communication. Today, executive boards, frontline employees, public and private administrators, and even small shop owners use English as a lingua franca. However, this widespread use of English does not eliminate communication challenges—it often introduces new complexities. An international manager once shared with us that after a two-hour online meeting in English, three non-native speakers—French and German—compared notes and realised that none of them had understood the same message.

Using English in business comes with some well-known challenges. In multilingual teams, uneven language skills can create imbalances, favouring fluent speakers while sidelining others. Research shows that those fluent in a corporate language often gain higher status and more influence, especially in discussions conducted in a non-corporate language. As a result, colleagues with lower proficiency may feel excluded from negotiations or decision-making simply due to language barriers.

However, beyond these obvious issues, there are subtler problems. Language biases can shape group dynamics in ways that go unnoticed, disrupting collaboration. The growing fluency of younger managers doesn’t necessarily solve these issues—in some cases, it creates new ones. Studies show that better English skills don’t always mean better communication. Instead, they can reinforce power hierarchies, deepen misunderstandings, or mask cultural nuances that are key to working effectively across borders. For instance, employees who are highly proficient in English may dominate conversations, unintentionally silencing non-native speakers who are less confident. This can lead to a loss of diverse perspectives and valuable input. Additionally, the assumption that everyone comprehends English in the same way can result in misinterpretations, where people believe they are on the same page when, in reality, their understandings differ. Such challenges highlight the need for organisations to move beyond just language proficiency to actively foster inclusive communication practices. At GEM&L, we have closely followed – and often led – these developments over the past decade.

Language Proficiency Is Not Enough

Language is more than a communication tool—it is an active force in shaping organisational culture. Misunderstandings and dysfunctions arise not just from language proficiency gaps but from the ways in which language is used. As the book One Language, Different Cultures suggests, speaking a common language does not guarantee mutual understanding. A recent GEM&L paper argued for responsible language use in social interactions, advocating for language that fosters respect and inclusivity (Church-Morel). Language is not just an expression of organisational culture; it is culture itself.

Language and International Business

Business leaders recognise language-related challenges but often misattribute communication breakdowns to cultural differences. One European SME leader told us that language was not an issue since “everyone speaks English”—the real problem, in his view, was culture. This assumption can be misleading. When cultural differences are vast, they are easy to spot, and experienced professionals adapt accordingly. However, when cultures are similar (e.g., within Western Europe), language differences may be overlooked, leading to miscommunication. The Franco-German business context illustrates this well: despite close geographic and economic ties, differing business and negotiation styles frequently cause friction. Many failures in mergers, acquisitions, and collaborations stem from neglected linguistic factors rather than cultural ones. Recognising this, businesses must reassess their policies on language strategy, training, translation, recruitment, and career development.

Research on Language in International Business

For decades, language and management research has addressed these issues across different regions. Scandinavian scholars and companies have been pioneers in this field. Notably, research in organisational studies and IB studies has diverged in its theoretical foundations. Organisational scholars often conduct monolingual discourse analyses, whereas IB researchers advocate a multilingual approach. Janssens and Steyaert’s concept of ‘multilingual franca’ exemplifies this shift, emphasising the dynamic interplay of multiple languages rather than a single dominant lingua franca.

A forthcoming GEM&L conference paper provocatively critiques the ‘language blindness’ of organisation studies by applying an intersectional perspective to migrant workers’ experiences. This echoes concerns raised at a 2014 Organisational Studies workshop, where a scholar noted that the field claims to be international yet often operates within a nationally-framed research paradigm. Despite this limitation, the past two decades have seen significant advancements in language-sensitive IB research.

Since 2005, at least seven special issues and a dozen literature reviews on language in IB have appeared in leading academic journals. Over the past two decades, research in language and management has evolved to emphasise the central role of language in shaping organisational, social, and global realities. Scholars have debated the tension between language standardisation and contextualisation, highlighting the complexities of translation in multilingual settings. A key shift in perspective challenges the over-reliance on linguistic proficiency tests, arguing that understanding language use in social interactions is more critical than mere knowledge. The field has embraced a multidisciplinary approach, integrating insights from anthropology, communication, linguistics, and social psychology. Additionally, international business studies have moved beyond monolingual frameworks to adopt a multilingual and processual perspective on culture, with a focus on the micro-dynamics of intercultural communication, particularly in virtual teams. In international human resource management (IHRM), pioneering research has underscored the overlooked impact of language on expatriate adjustment, cross-border mergers, and workplace dynamics, signaling the need for more nuanced language strategies in multinational corporations.

Emerging Trends and Future Research Directions

A recent analysis of GEM&L conference topics over the past decade identified key trends and research gaps. Translation-related issues in corporate strategy and critical linguistics rank highest, followed by business communication studies. Management education also emerges as a significant theme, alongside corporate language policies and power dynamics. Among doctoral dissertations (2017–2022), dominant topics include corporate language strategies, team cohesion and identity, diversity, and communication complexity in global virtual teams.

Comparative studies highlight that language-sensitive IB research exhibits greater paradigmatic diversity than mainstream IB research, aligning more closely with interpretivist and critical approaches. Scholars are increasingly focusing on two critical perspectives: first, examining the dominance of the Global North in producing knowledge on language in business; second, integrating gender perspectives, as language-sensitive research tends to be led by female scholars—a pattern also observed in qualitative research and diversity studies.

The call for papers for the 18th GEM&L International Conference 2025 reflects these trends observed in the development of the field – language in a changing society; diaspora and migration; diversity and inclusion; a critical perspective on artificial intelligence; innovative research methodologies, which can advance our understanding of complexities associated with language in continuously evolving international business environments; and language and communication in shifting higher education landscapes. Two dominant research priorities for the future will be the mobility of highly-skilled migrants and refugees in the labour market and the practical applications of language research for business and society. Contextualised research designs, ethnographic approaches, and emerging methodologies like ‘translatorial linguistic ethnography’—which examines the role of non-professional translators in global firms—are crucial to deepening our understanding of language in IB.

Conclusion

Language will remain at the heart of international business, shaping interactions, policies, and organisational dynamics. As political tensions and technological advances continue to reshape the global landscape, effective communication will be more critical than ever. Understanding the complexities and nuances of language is not just an academic endeavour—it is a necessity for business leaders navigating an increasingly interconnected world. Let’s continue to explore and appreciate the power of language in business and beyond.