Interactive style and power at work : an analysis of discourse in intercultural business meetings
This study investigates verbal interaction in a series of intercultural management-level meetings in a large international airline corporation based in Hong Kong. It presents an analysis of the interactive style and the underlying interactive strategies of some of the participants in the four meetings, suggesting that variations in the use of such strategies relate to the different impressions speakers create, particularly with regard to influence and control. It was found that despite their overall similarity in structure and function, there seems to be considerable variation in interactive style both within and between meetings, relating to the level of formality and the behaviour of the speakers in terms of 'influence attempts'. What became apparent is that the use of interactive strategies, at both procedural and message-related levels of discourse, are stylistically-sensitive; ie how individuals use such strategies is dependent on what they consider to be appropriate interactive behaviour, which in turn is influenced by their underlying socio-cultural value system. There also appear to be a set of commonly recurring interactive strategies used in the meetings, although the choice of strategies varies
Rogerson-Revell, P.
Interactive style and power at work : an analysis of discourse in intercultural business meetings. This study investigates verbal interaction in a series of intercultural management-level meetings in a large international airline corporation based in Hong Kong. It presents an analysis of the interactive style and the underlying interactive strategies of some of the participants in the four meetings, suggesting that variations in the use of such strategies relate to the different impressions speakers create, particularly with regard to influence and control. It was found that despite their overall similarity in structure and function, there seems to be considerable variation in interactive style both within and between meetings, relating to the level of formality and the behaviour of the speakers in terms of 'influence attempts'. What became apparent is that the use of interactive strategies, at both procedural and message-related levels of discourse, are stylistically-sensitive; ie how individuals use such strategies is dependent on what they consider to be appropriate interactive behaviour, which in turn is influenced by their underlying socio-cultural value system. There also appear to be a set of commonly recurring interactive strategies used in the meetings, although the choice of strategies varies
interactive style power work analysis discourse intercultural business meeting study_investigate verbal_interaction series intercultural management level meeting large international corporation base hong_kong present_analysis interactive style underlie interactive strategy participant meeting suggest variation use strategy relate_different impression speaker create particularly_regard influence control find despite overall similarity structure function seem considerable variation interactive style within meeting relate level formality behaviour speaker term influence attempt become_apparent use interactive strategy procedural message related level discourse stylistically sensitive individual use strategy dependent consider appropriate interactive behaviour turn influence underlie socio_cultural value system also_appear set commonly recur interactive strategy_use meeting although choice_strategy varies