
Contents
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First Phase First Phase
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Improved Communication Improved Communication
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Anticipation of Career Advancement Anticipation of Career Advancement
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Second Phase Second Phase
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Language as Cultural Carrier: The Trojan Horse of Language Language as Cultural Carrier: The Trojan Horse of Language
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Work Practices and Work Values Work Practices and Work Values
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Task-Based Processes Task-Based Processes
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The Shugi Badge The Shugi Badge
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Kaizen Kaizen
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Increased Workload Increased Workload
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The Rakuten Way The Rakuten Way
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Cultural Challenges: “They’Re Doing Something Entirely Different” Cultural Challenges: “They’Re Doing Something Entirely Different”
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Resistance to Cultural Change Resistance to Cultural Change
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4 Cultural Expats and the Trojan Horse of Language: “It’s their culture wrapped in our language”
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Published:November 2019
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Abstract
This chapter follows the native English speakers through their first phase, when euphoria reigned because they (incorrectly, as it turned out) assumed that Englishnization was solely about language. It also follows them through the second phase, about two years into Englishnization. By this time, they found it nearly as difficult to accept the changes wrought in their day-to-day workplace as did the native Japanese speakers. While the Japanese employees had to change to adopt a foreign language, the American employees had to change to adopt the Rakuten organizational culture that had been mostly suppressed by the language barrier. Employees in both groups had to adjust their perception of themselves and their place in the company—in this respect, the groups were mirror images of one another.
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