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dc.contributor.authorBjørge, Anne Kari
dc.contributor.authorWhittaker, Sunniva
dc.date.accessioned2016-02-26T11:45:33Z
dc.date.accessioned2017-11-09T09:16:07Z
dc.date.available2016-02-26T11:45:33Z
dc.date.available2017-11-09T09:16:07Z
dc.date.issued2015
dc.identifier.citationHermes - Journal of Language and Communication Studies 2015(54):137-160nb_NO
dc.identifier.issn0904-1699
dc.identifier.urihttp://hdl.handle.net/11250/2465114
dc.descriptionWith permission from publisher, Aarhus University. All rights reserved.nb_NO
dc.description.abstractOrganisations recruiting knowledge workers worldwide face a considerable challenge with regard to the choice of corporate language. The use of English as a lingua franca is often perceived as the most obvious option. However, there may be good arguments for using the host country language even in cases where the language in question is relatively small and the English skills of the local population are high. Our paper reports on the results of a study of a Nordic organisation that has chosen the local language as its corporate language. We investigate the implications for the employees’ professional and social identity and also discuss the language ideology underlying this choice. The study is based on both interviews and a survey conducted among both local and international members of the organisation2nb_NO
dc.language.isoengnb_NO
dc.titleLanguage management in a multinational workforce: The knowledge worker perspective.nb_NO
dc.typeJournal articlenb_NO
dc.date.updated2016-02-26T11:45:33Z
dc.source.pagenumber137-160nb_NO
dc.source.volume2015nb_NO
dc.source.journalHermes - Journal of Language and Communication Studiesnb_NO
dc.source.issue54nb_NO
dc.identifier.cristin1319543


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