INTERCULTURAL BUSINESS COMMUNICATION AND
TRANSLATOR’S CULTURAL IDENTITY
The article by Tatiana Andrienko and Vlad Genin explores the complexities of
intercultural business communication, emphasizing the role of translators and
interpreters as cultural mediators. With globalization intensifying international
business interactions, the challenges of cultural differences, communication styles, and
identity play a crucial role in effective exchanges.
Based on a shared cultural space and meta-cultural competence, the translator /
interpreter is expected to select the most effective ways of interaction, ‘bridging the
gaps’, explaining the differences of habits and rituals, compensating for the lack of
knowledge of particular facts or concepts, avoiding potential pitfalls in cross-cultural
business dealings etc.
It was also mentioned Hofstede's six cultural dimensions, along with Hall’s concept of
high- and low-context cultures, provide a foundation for understanding cultural
variations in business settings. When translation fails to ensure smooth communication,
these differences become evident. The translator’s role extends beyond linguistic
accuracy; they must manage cultural expectations, navigate power structures, and adapt
communication strategies to foster mutual understanding.
Furthermore, business translators require expertise in behavioral, cognitive, and
professional competencies. They must be aware of cultural traditions, gestures, taboos,
and social hierarchies, while also adapting cognitive differences in message
explicitness, speech patterns, and emotional expression. Professional aspects include
knowledge of business etiquette, decision-making norms, and contractual practices
across cultures.
Intercultural business communication is framed within the concept of "third culture
building," where individuals from different backgrounds create a shared
communicative space that blends cultural elements. This evolving dynamic sees many
professionals identifying as multicultural, embracing multiple cultural influences
rather than discrete identities. Translators and interpreters must therefore develop
"meta-cultural competence," which enables them to bridge cultural gaps, adapt
communication styles, and facilitate effective dialogue.
Ultimately, the article highlights the necessity of developing structured approaches to
train translators in intercultural business communication. By fostering meta-cultural
competence, translators enhance global business interactions, ensuring effective
negotiation, collaboration, and cultural adaptation.