The interaction of language schools and multinational companies in the management of multilingual practices

Sherman, Tamah; Carl, Jenny; Engelhardt, Oliver; Balogh, Erzsébet; Balla, Ágnes; Sherman, Tamah; Carl, Jenny; Engelhardt, Oliver; Balogh, Erzsébet; Balla, Ágnes

doi:https://doi.org/10.3828/ejlp.2010.14

European Journal of Language Policy (2010), 2, (2), 229–249.

DOI: https://doi.org/10.3828/ejlp.2010.14
Language: English
Pages: 21

Abstract

This paper explores the ways in which two types of organisations – multinational companies and language schools – cooperate with one another. At first glance, there is a clear unidirectional relationship: the presence of multinational companies in a given region or country often creates demand for the services of language schools, as employees in the given companies may need to learn either the local language, the language of the company, or the language spoken with clientele. These facts encompass an extensive network of social practices aimed at ensuring the most efficient as well as effective utilisation of financial resources and knowledge. In this paper, using Language Management Theory (Jernudd and Neustupný 1987), we will examine the practices of organised language management that occur in the interaction between these two types of organisations and the way in which each type of organisation legitimises and explains its business with the other. Based, above all, on semi-structured interviews, these phenomena are described and compared in three countries: the Czech Republic, the United Kingdom and Hungary. Focus is placed upon the changing economic climate in these countries and the acts of language management that are undertaken in response.

Cet article explore la façon dont deux types d'organisations – des compagnies multinationales et des écoles de langues – coopèrent l'un avec l'autre. D'une part, il existe une relation clairement unidirectionnelle: la présence de compagnies multinationales dans une région ou un pays donnés crée souvent une demande pour les services proposés par les écoles de langues, dans la mesure où les employés desdites compagnies peuvent éprouver le besoin d'apprendre soit la langue locale, soit la langue de la compagnie, soit enfin la langue parlée avec les clients. Ces faits incluent un réseau extensif de pratiques sociales dont le but est d'assurer une utilisation efficace et effective des connaissances et des ressources financières. Dans cet article, nous nous baserons sur la théorie de la gestion linguistique (Jernudd and Neustupný 1987) afin d'examiner les pratiques de gestion linguistique organisée qui résultent de l'interaction entre ces deux types d'organisations, ainsi que les méthodes utilisées par chacun afin de légitimiser et d'expliquer ses relations commerciales avec l'autre. On s'appuiera principalement sur des entretiens semi structurés afin de décrire et de comparer ces phénomènes dans trois pays: la République Tchèque, le Royaume-Uni et la Hongrie. On placera l'emphase sur les changements dans le climat économique de ces trois pays, et les stratégies de gestion linguistique mises en place en réponse à ces changements.

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