From the introduction:

This chapter focuses on the organisational learning processes for enabling transcultural cooperation. Furthermore, since relationships in transnational and trans-cultural networks have their roots in effective communication patterns, we claim that a lingua franca, understood not only in terms of linguistic rules but also in terms of shared meanings, is at the root of these learning processes. (…)

In the light of the foregoing, a qualitative case study was conducted at SAP Labs Latin America on the topic of organisational learning for transcultural cooperation. Learning for transcultural cooperation and the role of a shared lingua franca are analysed through the lens of a value that exists within this organisation: “Build bridges not silos”. The decision to focus on such a value depends on a theoretical assumption about the existence of a conceptual connection between the metaphor “bridge” and the transcultural and temporary “mini society” described by Wieland. Conforming to this view, “bridges” among actors from different cultural backgrounds may enable the creation of a transcultural mini society based on commonalities. Accordingly, bridges built at SAP Labs among actors with different cultural backgrounds may represent transcultural bridges aimed at enabling successful cooperation so as to pursue joint organisational goals. (…)

Against this background, some specific research questions have been derived: What does “build bridges” really mean? Are these bridges really transcultural? How does SAP Labs Latin America build bridges (which describes the “thickening” learning process)? What role does a shared lingua franca play? What effects do these bridges have on the organisation’s value creation process?

The chapter is structured as follows: After a brief literature review on organisational learning and on lingua franca, the case, methodology and findings will be presented and discussed.