This book draws on case studies of language management within
British organisations to examine the decisions they make about
language diversity in their professional communications in order to
be successful in a multilingual world. It explores the practices
that the organisations use to manage language diversity in
interorganisational relationships, and why certain practices occur
in some situations and not others. The book highlights how
organisations rely on individual employees to perform a variety of
language tasks and the implications of this; the effect of English
as a global lingua franca; and the translation challenges which
organisations face. The book demonstrates that practices to manage
language diversity are often a result of the resources
organisations have at given moments in time, rather than being part
of a deliberate language management strategy.
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