Control, Communication, and Knowledge-Building in Asian Call Centers

Abstract

Communication within international call centers can be significantly complicated by breakdowns that result from multiple layers of corporate language.  This case study explores training sessions and documentation developed and delivered by an American team responsible for training international call center workers located in the Philippines.  Findings show that attempts to standardize and control workplace language can limit meaningful two-way communication, leaving workers to both question what they are told and invent new ways of communicating.  Recommendations are presented in this study for a workplace writing model that can overcome language differences through authentic interaction.