AI in multilingual organizational communication: the impact of culturally adapting machine translation on global leadership self-efficacy

What is it about?

This paper examines the impact of access to machine translation (MT) tools—specifically those with culturally adapting capabilities—on global leadership self-efficacy, motivation to learn, and willingness to join multinational organizations (MNOs). Three scenario-based studies were conducted, presenting participants with job descriptions using either culturally adaptive or non-adaptive MT tools. Perceptions of MT tools as agentic and effective were assessed to test the cognitive processes that explain their impact. Findings revealed that access to culturally adaptive MT significantly enhances global leadership self-efficacy compared to non-adapting tools, with higher self-efficacy correlating positively to the intention to join the global company. Contrary to expectations, using culturally adaptive MT did not hinder participants’ motivation to learn about foreign cultures or languages. Although culturally adapting MT is perceived as more effective and more agentic and autonomous, only the perceived effectiveness significantly mediates the impact of the tool on self-efficacy. Motivation to learn is affected by both perceptions in a competing manner: perceived tools' effectiveness has a positive impact on the motivation to learn while perceived agency has a negative impact. This study demonstrates the benefits of culturally adaptive MT for global leadership self-efficacy but has limitations. It assumes high translation quality despite uncertainties in MT accuracy and nonverbal communication. It also focuses on MT access rather than long-term effects on learning motivation. Additionally, the scenario-based design may not fully capture real-world complexities. Future research should explore MT performance, long-term impacts, and organizational consequences using field studies and qualitative methods. For MNOs, leveraging culturally adaptive MT tools can lower language barriers and enhance leadership confidence, but organizations should also promote cross-cultural communication skills to ensure a balanced approach to using these tools effectively.

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