Implementing language mandates: English as lingua franca in a Hungarian multinational company

Abstract

This article analyzes implementation of English as a lingua franca, and the way it induces the power relations within a company, through the example of a Hungarian multinational. Specifically, the article contributes to the field of cross-cultural management. Semi-structured, in-depth interviews were conducted with 11 company members, and grounded theory was used for data analyses. Findings show how a common language can be seen as source of power and raises challenges, especially when the chosen lingua franca is not the headquarters’ language. The absence of initial support processes can cause the loss of shared values and common company goals.