The present thesis investigates the factors behind, and implications of, English as an organisational language. More specifically, the current work examines how employees and organisational policy explain why English is the organisational language and what this status means for employees working in a context where English is a taken for granted professional lingua franca.
The findings show that language as a phenomenon cannot be limited to one layer (Fleetwood, 2005) or dimension (Reiche et al., 2019) of international workplace interaction. On the one hand, this interdimensional multifaceted role relies on discursive legitimation which highlights the normalised, rationalised and moralised reasons for why English should be used in a certain context. On the other hand, the organisational language role, through language ideology motivates and substantiates the content and format of legitimation. These findings demonstrate that, as opposed to other policy areas, such as corporate social responsibility (Bondy, Moon and Matten, 2012), where formal organisational policy may play a more central role in establishing the legitimacy of organisational practices, in the empirical context of this thesis, inherently ideological beliefs about the self-evident and rationalised position of English substantiate its organisational function.
Furthermore, the ramifications of the central role of English in an organisational context are also found in the academic sector, where the degree to which individuals are able to demonstrate English skills to their peers influences how their professional abilities in collaboration are perceived (Tenzer, Pudelko and Harzing, 2014; Pudelko and Tenzer, 2019).
Thus, the position of English is so entrenched in the studied social organisational contexts, that it even surpasses its prevalence in the wider national
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societal context where the organisations are based. This suggests that societal norms concerning a fundamental aspect of human communication, language, are contained and intensified within an organisational frame. This process of intensification must be nuanced, as the current thesis has not found that English has replaced national local languages, particularly in the settings where English has not become an established lingua franca and workforce compositions are dominated by one national language which is not English. However, the results of Paper 3 indicate that, in the predominantly Nordic academic context, local language proficiency does not play a role in performance evaluations, nor does it moderate the effect of status on performance. Although the relationship might not hold in other national or professional contexts, it indicates the impact of English as an organisational language.
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