In the business world facilitation of corporate communication through the use of a single language has become almost a standard procedure. There is little knowledge, however, regarding how working in a language other than the mother tongue affects our thought processes and functionality at work. This study is an attempt to clear some issues around the subject.   The purpose of this study is to explore the impact of the corporate language, English, on managers’ communication within the organisation.  The target group includes Finnish and Swedish managers working at a Nordic IT corporation, TietoEnator. The study was conducted by combining theoretical material on communication, language and culture with the empirical results of 7 qualitative interviews.   The results show us that using a shared corporate language has both advantages and disadvantages. English helps in company internationalisation and in creating a sense of belonging, but also complicates everyday communication. The main disadvantage that English has caused is the lack of social communication between members of different nations in an unofficial level.   The main conclusion is that the corporate language is not at all times sufficient fulfil the social needs of the members of the organisation. Through this lack of socialisation it is possible that the functionality of the organisation loses some of its competitive advantage in the business markets.

This diploma thesis deals with an interconnection of language control in a service-oriented company and its performance. The main aim of the thesis is to demonstrate the positive effect of language management on the corporate performance.

This Master Thesis aims to provide a clear overview about corporate communication practices and importance of a common corporate language in the multinational corporation with diversified portfolio of employees. Theoretical part introduces theoretical background which are further applied into practices in the practical part of the paper. This academic paper critically looks at a practices within a particular multinational corporation and its practical application which influences efficiency at the work place.

Though a popular and somewhat controversial topic in discussions on language in IB, the notion of English as a (business) lingua franca/(B)ELF still lacks clear conceptualisation. This paper argues that research in IB and linguistics can be mutually complementary and supportive in conceptualising BELF, and that it is important to separate the concept of BELF from that of a common corporate language. The paper synthesises key works from both disciplines to conceptualise BELF as an emergent, multilingual use of English that adapts to the demands and resources of the specific context. It further argues that Wenger's concept of Communities of Practice offers a useful bridge between the disciplines, and that there is a need for more empirical research.

In 2016's global business landscape, the increase in workers moving across borders to find employment accentuates the language and cultural challenges for both employees and organizations. Employees working in a multinational environment need to have an understanding of language and culture to handle the complex nature of professional work in a multinational corporation (MNC). The purpose of this study was to explore what communication competencies employees in a small MNC needed to communicate across multicultural environments in the workplace. A dialectic approach of intercultural communication was used to explore these needs in one small MNC located in the Kingdom of Saudi Arabia using English as the corporate language. Data were collected from 9 employees of one data security firm using semistructured interviewing, the data was then coded into NVivo. Using interpretative phenomenology analysis, the themes of understanding, cultural sensitivity, pace, and fitting in emerged. Results of the study indicated a disconnect in the cultural mentality of Americanness versus Arabness in the business environment where societal factors and national identity reflected in how the employees think and act in the workplace. Lack of cultural knowledge in an MNC can impact the financial health of an organization in lost opportunities, reduced productivity, and long-term relationship damage with clients and partners. The results of this study could contribute to positive social change by providing small MNCs with the insight to enhance intercultural communication and intercultural awareness among employees in building a global workforce.