Research

I draw on my multidisciplinary background to look at the challenges people and organisations face in our increasingly globalised world. I am particularly interested in topics linked to multicultural leadership and team collaboration, cultural differences in the workplace, diversity and inclusion, using English as a corporate Ianguage and its effect on employees, leadership discourses and global leadership skills.

I adopt an empirical approach in my research: I look at what is going on in the real world, in its complexity and fuzziness and try to explain it with relevant theories from management, leadership, intercultural communication and applied linguistics.

Female faculty lunch at NHH, 2019

I have worked on several projects, briefly explained below. The list of my publications can be found under.

  • Cultural differences in the workplace: The globalisation of business has created new corporate structures where employees from different national backgrounds may become colleagues and collaborate effectively. What are the key challenges facing employees working internationally? How do employees perceive and make sense of cultural differences in the workplace, and how do their perceptions affect collaboration?
  • Communication in English as a corporate language and email communication: Successful communication among colleagues is essential but challenging. It can be even more challenging when employees need to communicate in English. What are the consequences of implementing English as a corporate language when it is not employees’ mother tongues? In my research, I have found that while face-to-face communication may work well, email communication is particularly challenging, as the sender and receiver do not see cues to interpret the message. Thus, I have further looked at how people write emails, and how these emails can be perceived by people from other cultures. In one of my projects, I examine how Northern European write emails in English, expressing requests, criticisms and disagreements, and how these emails are perceived by Asian employees.
  • Diversity and workplace integration: Research shows that a diverse workforce increases creativity, productivity and profitability. Yet, this is only true if the diverse competencies and experiences are used to their fullest potential. How can leaders develop their diversity management skills to maintain their international staff? Today in Norway, almost 17% of the Norwegian population is of foreign origin (first and second generation). How can organisations include foreign talents to their fullest? What are current challenges and best practices? In my current project, I examine how highly skilled migrants in Norway perceive language requirements in the workplace, and the strategies they adopt to integrate in the Norwegian society.
  • Leadership communication: Communication is essential for leaders to motivate and inspire employees. How do leaders effectively craft their messages and communicate? How do they engage their audiences? In this project, I look at how well-known leaders (such as Emmanuel Faber and Steve Jobs) successfully construct their leader identity in their speeches to inspire and convince their audiences. In another project, I also look at crisis communication and how, when not well managed- as in the case of United Airlines in 2017- it can impact the brand and the leader’s reputation.
  • Internationalisation of corporate values abroad: Corporate values are essential in creating a shared vision, and a direction to motivate employees.  The role of management then is not only to define and communicate these values, but also to translate them into day-to-day practice so that employees believe and internalize these corporate values. When the organisation goes international, corporate values need to be carefully communicated to the subsidiaries. This can be challenging, particularly when there are significant linguistic and cultural differences between the HQ and the subsidiary, leading to a misalignment of values. How can leaders successfully translate corporate values to their subsidiaries abroad and implement the company culture abroad?
  • Teaching in an innovative way: Research shows that students learn better when they are actively engaged in the classroom. In my research, I detail what teaching methods I use to develop intercultural skills and leadership skills in the classroom, also when I teach digitally. I regularly receive top evaluations from my students, and have been awarded the status of Excellent Teacher practitioner. More on my teaching in the Teaching section and in the Media section.

List of publications:

I have contributed with a book chapter in each of these books, published internationally