This paper examines data collected during an intra-organisational meeting in a Japanese company. It illustrates how, in a situation involving potential conflicts, some Japanese managers switch between different linguistic codes in order to construct situational meaning. The interlocutors’ code-switch indicates constant vertical and horizontal change of their footing by sometimes strengthening solidarity with subordinates and mitigating potential face threatening acts (FTAs). This finding indicates that the use of honorifics and other social indexical forms in Japanese is not pre-determined by existing social conventions; but rather it is subject to situational evaluation of the fluid local context where relationships are constructed and negotiated.
2014. “Well, I’m a Gaijin”: Constructing identity through English and humor in the international workplace. Journal of Pragmatics 60 ► pp. 75 ff.
Pravichai, Sunisa & Vanchai Ariyabuddhiphongs
2018. Transformational leadership and turnover intention: the mediating effects of right speech (Samma Vaca) and trust in the leader. Journal of Management, Spirituality & Religion 15:3 ► pp. 253 ff.
Tanaka, Hiromasa
2014. Lying in Intra-Asian Business Discourse in an ELF Setting. International Journal of Business Communication 51:1 ► pp. 58 ff.
Zhu, Yunxia & Francesca Bargiela-Chiappini
2013. Balancing Emic and Etic: Situated Learning and Ethnography of Communication in Cross-Cultural Management Education. Academy of Management Learning & Education 12:3 ► pp. 380 ff.
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