Abstract
Abstract This paper investigates changes in the role of managers of self-access language learning (SALL) over a 15-year period in a number of tertiary institutions in Hong Kong. This is achieved by revisiting two research projects undertaken at the beginning and end of the period and looking only at the data which relates to SALL management. Through a re-analysis and comparison of the data sets, changes are seen over the 15-year period in the role of SALL managers. The paper identifies the managers' membership of multiple overlapping communities of practice (as defined by Lave and Wenger, 1991 ) and an increasing complexity in the management role. There is clear evidence for a community of practice for all SALL practitioners and also for a distinct and more tightly focused fledgling community of practice of SALL managers. The former has been developing throughout the period but the latter is only now emerging. By restricting itself to a specific geographical context and educational level this paper is able to eliminate variables which might occur in a wider-ranging study.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
