Abstract
This case draws on a critical approach to cross-cultural management and explores the reproduction and academic legitimization of intersecting categories, in-built in the different stages of making and shaping a corporate language policy in a Danish-owned multinational corporation. The case centres on the relationship between a manager and myself as an academic expert. I explore how and why my prereflexive actions cemented rather than critically challenged the managers’ use of intersecting categories and their power effects. Students, researchers and practitioners are urged to take a reflexive stance towards their use of categories when involved in industry-university collaboration.