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[ 572IMGTCCMS15 ] SE Cross Cultural Management
Versionsauswahl
(*) Unfortunately this information is not available in english.
Workload Education level Study areas Responsible person Hours per week Coordinating university
3 ECTS B2 - Bachelor's programme 2. year Business Administration Erna Szabo 2 hpw Johannes Kepler University Linz
Detailed information
Pre-requisites (*)KS International Business
Original study plan Bachelor's programme Business and Economics 2021W
Objectives The course objective is to make students more aware of the issues and challenges involved in cross-cultural business encounters; in other words, the interaction between managers and subordinates as well as between colleagues and business partners who stem from different cultural backgrounds.
Subject 1. Key Concepts in Cross-Cultural Management
2. International Assignments
3. Cross–Cultural Communication & Negotiation
4. Multicultural Teams
5. Global Leadership and cultural intelligence
6. Business Ethics
Criteria for evaluation Individual assignments and participation
o Three reflective essays (45% of final grade)
o Participation and attendance (15% of final grade)
Group work
o Abstract and literature list of seminar paper (10% of final grade)
o Seminar paper (30% of final grade)
Methods We require our students to prepare for class, i.e. read the required texts in order to be able to contribute effectively in class. As issues in the field of cross-cultural management are best learned in practice, the course has been designed to be interactive (group work and follow-ups with the rest of the class) and builds on the cross-cultural composition of the students in class. In addition, the course looks at case studies, critical incidents, and role play to stimulate experiental learning and in-class discussion.
Language English
Study material Noorderhaven, N. & Koen, C. I. (2005): National Cultures and Management, in: Koen, Carla I. (Ed.): Comparative International Management, McGraw Hill, pp. 52-93. Schneider, S. C., & Barsoux, J.-L. (2003): Managing across Cultures. Upper Saddle River: Prentice Hall, pp. 3-19. Nardon, L. & Steers, R.M. (2009): The culture theory jungle: divergence and convergence in models of national culture, in: Bhagat, R.S. & Steers, R.M. (Eds.), Cambridge Handbook of Culture, Organizations and Work, Cambridge: Cambridge University Press, pp. 3-22.

Adler, N. & Gundersen, A. (2008): International Dimensions of Organizational Behavior (5th ed.). Mason, OH: Thomson South-Western, pp.273-296. Mayrhofer, W., Sparrow, P. & Zimmermann, A. (2008). Modern forms of international working, in: Dickmann, M., Brewster, C. & Sparrow, P (Eds.), International Human Resource Management A European Perspective (2nd ed), London: Routledge, pp.219-239. Bennett, R., Aston, A. & Colquhoun, T. (2000): Cross-cultural training: A critical step in ensuring the success of international assignments, in: Human Resource Management, 39 (2-3), pp. 239-250.

Adler, N. & Gundersen, A. (2008): International Dimensions of Organizational Behavior (5th ed.). Mason, OH: Thomson South-Western, pp.69-95. Chen, S., Geluykens, R. & Choi, C.J. (2006): The importance of language in global teams: A linguistic perspective, in: Management International Review, 46(6), pp.679-695. Faure, G. O., & Rubin, J. Z. (1993): Culture and negotiation. Newbury Park: Sage, pp.1-13.

Behfar, K., Kern, M. & Brett, J. (2006): Managing challenges in multicultural teams, in: Chen, Y.-R. (Ed.) National Cultures and Groups. Research on Managing Groups and Teams Vol.9, pp.233-262. Cramton, C. D. (2002): Finding common ground in dispersed collaboration. Organizational Dynamics, 30(4), pp.356-367. Fang, T., Fridh, C. & Schultzberg, S. (2004): Why did the Telia-Telenor merger fail? International Business Review, 13(5), pp.573-594.

Adler, N. & Gundersen, A. (2008): International Dimensions of Organizational Behavior (5th ed.). Mason, OH: Thomson South-Western, pp.156-206. Earley, C. P. & Mosakovski, E. (2004): Cultural intelligence, in: Harvard Business Review, 82(10), pp.139-146. Javidan, M., Dorfman, P.W., de Luque, M.S. & House, R. J. (2006): In the eye of the beholder: Cross cultural lessons in leadership from project GLOBE, in: Academy of Management Perspectives, 20(1), pp. 67-90.

Gibson, K. (2007): Ethics and Business. Cambridge, Cambridge University Press, pp.1-26. Beenen, G & Pinto, J. (2009): Resisting organizational-level corruption: An interview with Sherron Watkins, in: Academy of Management Learning & Education 8(2), pp.275–289.

Changing subject? No
Earlier variants They also cover the requirements of the curriculum (from - to)
2IMGTCCM9: SE Cross Cultural Management (2009W-2015S)
On-site course
Maximum number of participants 25
Assignment procedure Assignment according to priority