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Regular version of the site
Master 2019/2020

Cross-cultural Psychology of Organizational Behavior

Category 'Best Course for Broadening Horizons and Diversity of Knowledge and Skills'
Type: Compulsory course (Applied Social Psychology)
Area of studies: Psychology
Delivered by: School of Psychology
When: 2 year, 1, 2 module
Mode of studies: offline
Master’s programme: Applied Social Psychology
Language: English
ECTS credits: 4

Course Syllabus


~ The course is based on the basic knowledge of social and cross-cultural psychology. There are no requirements of specific background knowledge. The study of this discipline is based on the following disciplines: philosophy for humanitarian faculties, basic psychological courses (general psychology, social psychology, psychology of management, psychological testing, experimental psychology, mathematical methods in psychology). Also, it is necessary to know well the ethnic and cross-cultural psychology for the mastering this discipline successfully. To study this discipline, the students must possess the following knowledge and competencies: have the bachelor qualification in the field of psychology or qualification at the level of four specialties in the field of psychology. In terms of the content, the students should have a basic knowledge of high school program in philosophy, the main psychological courses (general psychology, developmental psychology, psychology of work and engineering psychology, clinical psychology, social psychology, management psychology, history of psychology, experimental psychology, and mathematical methods in psychology); be experienced in performing psychological research: conducting studies on psychological issues; experience in the writing of essays (including the essays on psychological issues); experience in the process of study design and final qualifying work on psychological issues. In Russia, similar courses are usually arranged in accordance with the western educational practice, due to this subject being taught in Russia only for the short period of time. My course focuses on the applied field. During the training we will do a number of practical tasks, tests, and discuss case-studies jointly with the students. Also, the students will be given the elements of cross-cultural training. ~ Learning Objectives: 1. Give an overview of the subject of cross-cultural management. 2. Introduce the students to the traditions of management in different cultures. 3. Introduce the students to the main cultural factors affecting the management in a cross-cultural perspective. 4. Develop the skills of problem-solving in the field of human recourses management in international organizations ~Learning Outcomes: –Give the student the knowledge of theoretical foundations of cross-cultural management; – Give the students the knowledge about interactions between corporate and national cultures; – Give the students the knowledge about the methods of staff selection in an international company; – Teach the students to perform a competent psychological analysis of a conflict situation and conflict interaction in multicultural teams; – Give the students the knowledge about the features of the control group processes in multicultural teams; – Teach the students to use the diagnostic tools used in cross-cultural management.
Learning Objectives

Learning Objectives

  • 1. Give an overview of the subject of cross-cultural management. 2. Introduce the students to the traditions of management in different cultures. 3. Introduce the students to the main cultural factors affecting the management in a cross-cultural perspective. 4. Develop the skills of problem-solving in the field of human recourses management in international organizations
Expected Learning Outcomes

Expected Learning Outcomes

  • Give the student the knowledge of theoretical foundations of cross-cultural management
  • Give the student the knowledge about F. Trompenaars’ and Charles Hampden-Turner’s approach.
  • Understanding types of organizational cultures according to F. Trompenaars and Charles Hempdenu-Turner
  • Students should be able to select and adapt an international managers
  • Students should be able to select and adapt employees of international companies
  • Students should be able to develop cross-cultural training and Cultural Assimilator
  • Students should know the peculiarities of doing business in different countries
  • To know the peculiarities of working in multicultural teams
  • Students should know features of motivation, job satisfaction and styles of conflict resolutions in collectivistic and individualistic cultures.
Course Contents

Course Contents

  • Introduction to Cross-cultural psychology of organizational behavior.
    The subject and brief history of cross-cultural management. Brief history of cross-cultural management. The concept of ‘culture’ in relation to cross-cultural management. Methods of research in cross-cultural management. The main difficulties in managing multicultural teams. Features of management in different cultures.
  • Seven dimensions of cultural diversity in business and organizations.
    Different approaches to measuring cultures in cross-cultural management. F. Trompenaars’ and Charles Hampden-Turner’s approach. Universalism versus particularism. Individualism versus communitarianism. Specific versus diffuse. Neutral versus emotional. Achievement versus ascription. Sequential time versus synchronous time.
  • National Cultures and Organizational Cultures
    The influence of national culture on corporate culture. Types of organizational cultures according to F. Trompenaars and Charles Hempdenu-Turner. Collision problem in respect of organizational and corporate cultures. Types of organizational cultures according to F. Trompenaars and Charles Hempden-Turner. Overcoming conflict between corporate and national cultures.
  • Global Manager and Adaptation of Managers in Multinational Companies
    The role of international (‘global’) manager in transnational companies. Types of decisions made by an international manager. International manager as a specialist in negotiations. Leadership qualities of an international manager as a leader. Integral cross-cultural model of international leadership
  • Multicultural assessment, expatriates selection & testing cultural intelligence
    Selecting and recruiting employees: western selection techniques, Taiwan and China selection techniques. Philosophy to choosing managers: UK, Japan, Germans, Swiss, Americans, French. Expatriate selection processes. Role of the expatriate's family. Gender bias in expatriate selection. Cultural intelligence (CQ). Structure of cultural intelligence: Motivational CQ, Cognitive CQ, Metacognitive CQ, Behavioral CQ.
  • Intercultural training& cultural assimilator
    Characteristics of the process of introducing new employees into an international company. Adaptation of new employees. Culture shock and acculturation stress in the adaptation of expatriates. Importance of mentors and mentoring. Conducting group training sessions in a multicultural team. Technique of developmental education in an international company. Training of intercultural interaction and ethnocultural competence as a tool for increasing staff cohesion and a remedy for conflict prevention. Using ‘cultural assimilator’ technique during intercultural interaction training.
  • Cross-cultural business behavior
    Doing business with English speaking cultures (United States of America, Canada, Britain, Australia): the business ethics, the use of time, value orientations, motivating factors, leadership and status, behavior at meetings and negotiations. Doing business with Western European Countries (Germany, France, Italy, Spain, Greece): the business ethics, the use of time, value orientations, motivating factors, leadership and status, behavior at meetings and negotiations. Doing business with Central and Eastern European Countries (Poland, Hungary, The Czech Republic, Bulgaria, Romania): the business ethics, the use of time, value orientations, motivating factors, leadership and status, behavior at meetings and negotiations. Doing business with Asian Countries (India, China and Hong Kong, Korea, Japan): the business ethics, the use of time, value orientations, motivating factors, leadership and status, behavior at meetings and negotiations. Doing business with Latin American Countries (Argentina, Chili, Brazil): the business ethics, the use of time, value orientations, motivating factors, leadership and status, behavior at meetings and negotiations. Doing business with Middle Eastern Countries (Turkey, The Arab Countries, Israel): the business ethics, the use of time, value orientations, motivating factors, leadership and status, behavior at meetings and negotiations.
  • Multicultural working groups and teams
    The problem of the effectiveness of a multicultural group. Factors that affect the multi-cultural groups’ effectiveness. Cultural barriers in multicultural task forces. Principles of constructing the multicultural working groups. Group processes in multicultural teams. Stages of job implementation in multicultural teams. Factors influencing the choice of staff policy type in transnational and multinational companies. External recruitment and internal recruitment. Advantages and shortcomings of external recruitment. Advantages and disadvantages of internal recruitment. Open and closed staff policy of an international firm. The main categories of employees that are in demand in multinational companies. The concept of ‘expatriate’. Problems of expatriation and repatriation. The main approaches to the process of selection and screening of staff in multinational companies: ethnocentrism, polycentricism, geocentrism, regiocentrism. Ethnocultural features of external recruitment: the American approach, the British approach, the German approach, the Japanese model, the Korean model. Staff retention and turnover in an international company. The nature of labor relations in different countries. A common consideration of staff motivation problem. Tangible and intangible incentives. The influence of cultural syndromes (level of uncertainty avoidance, individualism, masculinity degree) on the process of motivation growth. Staffing requirements in an international firm. Motivation model based on the needs of different cultures. Procedural model of motivation in different cultures. Support for the motivation model in different cultures. Means to improve the motivation of employees in international companies. Assessment of the Work results in international business. Determination of the compensation amounts international business.
  • Motivation, Job Satisfaction and Conflict Resolution across Cultures
    Features of motivation and job satisfaction in collectivistic and individualistic cultures. Styles of conflict resolution and the specifics of their preferences depending on the culture.
Assessment Elements

Assessment Elements

  • non-blocking Test 1
  • non-blocking Homework 1
  • non-blocking Homework 2
  • non-blocking Homework 3
  • non-blocking Test 2
Interim Assessment

Interim Assessment

  • Interim assessment (1 module)
    0.3 * Homework 1 + 0.7 * Test 1
  • Interim assessment (2 module)
    0.2 * Homework 2 + 0.2 * Homework 3 + 0.4 * Interim assessment (1 module) + 0.2 * Test 2


Recommended Core Bibliography

  • Ablonczy-Mihályka, L. (2017). Should Business Actors Behave in the Same Way? Barriers of Internal Corporate Communication in Multicultural Context. International Journal of Arts & Sciences, 10(1), 391–398. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=asn&AN=127758631
  • Alexandra IOANID, Carmen-Laura ZARZU, & Cezar SCARLAT. (2014). Communicating Successfully When Managing Multicultural Teams. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.32089C79
  • Atefeh Fathi, Usama El-Awad, Tilman Reinelt, & Franz Petermann. (2018). A Brief Introduction to the Multidimensional Intercultural Training Acculturation Model (MITA) for Middle Eastern Adolescent Refugees. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.EE80D03
  • Barrett-Schuler, B., & Saint Louis Community Coll. at Meramec, M. (1997). Impact of Culture on Business Behavior. Asian Studies Instructional Module. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=ED407959
  • Bogdanoska Jovanovska Mimoza, & Ivanović Tatjana. (2019). Individual and Social Aspects of Global Human Resources Staffing. Dynamic Relationships Management Journal (DRMJ), (1), 55. https://doi.org/10.17708/DRMJ.2019.v08n01a05
  • Casanova, S. de S., & Miranda, S. M. L. (2015). Intercultural management and communication: essential tools in today’s global market for managers and organizations. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.77E19623
  • Catherine H. Tinsley. (n.d.). Predicting the constellation of conflict management strategies used across cultures. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.F32BCF43
  • Christin Laschke, & Sigrid Blömeke. (2016). Measurement of job motivation in TEDS-M: testing for invariance across countries and cultures. Large-Scale Assessments in Education, (1), 1. https://doi.org/10.1186/s40536-016-0031-5
  • Dana, R. H. (2005). Multicultural Assessment : Principles, Applications, and Examples. Mahwah, N.J.: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=128572
  • Diana Bebenova - Nikolova. (2014). Intercultural Competence – Key Competence of Multicultural Teams. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.BD36FD0B
  • Dziatzko, N., Struve, F., & Stehr, C. (2017). Global Leadership : How to Lead Multicultural Teams Effectively? Journal of Intercultural Management, (2), 5. https://doi.org/10.1515/joim-2017-0006
  • Fons Trompenaars, Madeleine van der Steege, & Riana Schreuders. (2014). Collaborating to Identify the Personal and Business Dilemmas of Successful Women Entrepreneurs. Working Papers. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.p.msm.wpaper.2014.10
  • Gesteland, R. R. (2005). Cross-cultural Business Behavior : Negotiating, Selling, Sourcing and Managing Across Cultures. [Copenhagen, Denmark]: Samfundslitteratur Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=526885
  • Goerlich, M. (2014). How Many Methods Do We Need to Effectively Train Multicultural Teams? Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.F27220E5
  • HAJRO, A., GIBSON, C. B., & PUDELKO, M. (2017). Knowledge Exchange Processes in Multicultural Teams: Linking Organizational Diversity Climates to Teams’ Effectiveness. Academy of Management Journal, 60(1), 345–372. https://doi.org/10.5465/amj.2014.0442
  • Keneni Walga, T. (2018). Job Satisfaction and Satisfaction with Work-Life Balance across Cultures. Journal of Intercultural Management, (2), 159. https://doi.org/10.2478/joim-2018-0013
  • Krystyna Heinz. (2014). Multicultural team conflict management. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.9045A39D
  • Larmar, S., Boddy, J., O’Leary, P., & Allen, C. (Eds.). (2019). Building culturally sensitive practice for social work and human services practitioners in training : The role of transformative international intercultural learning. Advances in Social Work and Welfare Education, 21(1). Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsaed&AN=rmitplus223590
  • Lerbinger, O. (2013). The Global Manager : Contemporary Issues and Corporate Responses. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1524833
  • Reel, J. (1995). Cross-Cultural Communication Issues in Business Textbooks: What the Texts Should, But Often Don’t, Do. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=ED388073
  • Rita Bendaravičienė, Jolita Vveinhardt, & Ingrida Vinickyte. (2019). Guidelines of integrated management solutions: volunteers’ emotional intelligence, intercultural training and work productivity. Problems and Perspectives in Management, (2), 404. https://doi.org/10.21511/ppm.17(2).2019.31
  • Sain, Z. F., Kužnin, M., & Roje, R. C. (2017). Teaching Intercultural Competence in Undergraduate Business and Management Studies - A Case Study. Croatian Journal Educational / Hrvatski Casopis Za Odgoj I Obrazovanje, 19, 55–71. https://doi.org/10.15516/cje.v19i0.2431
  • Trompenaars, A., & Woolliams, P. (2003). Business Across Cultures. Chichester: Capstone. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=nlebk&AN=105142
  • Trompenaars, F., & Hampden-Turner, C. (2012). Riding the waves of culture : understanding cultural diversity in business. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.AB2988B7

Recommended Additional Bibliography

  • Barnes, B. E. (1994). Conflict Resolution Across Cultures: A Hawaii Perspective and a Pacific Mediation Model. Mediation Quarterly, 12(2), 117–133. https://doi.org/10.1002/crq.3900120204
  • Complex approach on multicultural teams management & leadership. (2019). https://doi.org/10.2478/jesr-2019-0008
  • Čuhlová, R., & Yar, M. I. (2018). Role of Intercultural Training in a Process of Human Resource Internationalization. Acta Academica Karviniensia, (3), 15–26. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=133672537
  • Degens, N. (2015). Presentation intercultural communication: making educational games with agents for intercultural training. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edshbo&AN=edshbo.hanze.pure.rest.2e6bb9ab.e89c.4197.b466.a94bd4a1bc11
  • Exclusivity in online targeted promotions: Cross-cultural preferences of consumers. (2018). International Journal of Business and Emerging Markets, 10(4), 396–408. https://doi.org/10.1504/ijbem.2018.095710
  • GARDNER, R., & BARCELLA, W. (2015). Cross-Cultural Conflict Resolution Revisited: A Micro Study. Conflict Studies Quarterly, (11), 24–41. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=poh&AN=102246708
  • Gesteland, R. R., & Gesteland, M. C. (2010). India : Cross-cultural Business Behavior: for Business People, Expatriates and Scholars (Vol. 1st ed). [Frederiksberg]: Samfundslitteratur Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=503634
  • Glinkowska, B. (2016). Managing Teams in the Multicultural Organizations. Journal of Intercultural Management, (2), 55. https://doi.org/10.1515/joim-2016-0009
  • Guilherme, M., Glaser, E., & Méndez García, M. del C. (2010). The Intercultural Dynamics of Multicultural Working. Bristol: Multilingual Matters. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=355231
  • Irina LECA, & Carmen A. VRÂNCEANU. (2014). Multicultural Teams: Moving from Diveristyto Inclusion. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.2E9D5C44
  • Jingzi, D., Wenzhong, Z., & Dimond, E. E. (2016). The Integration of Intercultural Business Communication Training and Business English Teaching. English Language Teaching, 9(2), 77–83. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=eric&AN=EJ1087126
  • Karina K. Kedzior, Wiebke Röhrs, Ulrich Kühnen, Özen Odag, Frank Haber, & Klaus Boehnke. (2015). Evaluation of an Intercultural Peer Training for Incoming Undergraduate Students at an International University in Germany. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.B48031EC
  • Leadership of multicultural teams at a french company: project globe based study. (2018). Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.69822E76
  • Nawaz, M., Khan, R. M., Bhatti, G. A., Tahir, A., & Namatullah, A. (2019). Accomplishment of goal levels in multi team systems: Role of leadership skills and multicultural teams. https://doi.org/10.17722/ijme.v12i2.522.g219
  • Neil Hufton, Julian G. Elliott, & Leonid Illushin. (2002). Achievement motivation across cultures: Some puzzles and their implications for future research. New Directions for Child & Adolescent Development, 2002(96), 65–86. https://doi.org/10.1002/cd.44
  • Przytuła, S., Rozkwitalska, M., Chmielecki, M., Sułkowski, Ł., & Basinska, B. A. (2014). Cross-Cultural Interactions between Expatriates and Local Managers in the Light of Positive Organizational Behaviour. Social Sciences (1392-0758), 86(4), 14–24. https://doi.org/10.5755/j01.ss.86.4.9261
  • Tabacaru, C. (2015). Training Intercultural Competence in the International Classroom : A Qualitative Analysis of Students’ Intercultural Awareness. ’s-Gravenhage: Uitgeverij Eburon; The Hague University of Applied Sciences. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edshbo&AN=edshbo.sharekit.hh.oai.surfsharekit.nl.812e8811.4542.434c.b8cc.d61ff6fbe318
  • Tietze, S., Michailova, S., & Holden, N. (2015). The Routledge Companion to Cross-Cultural Management. London: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=985306
  • VARELA, O. E., & GATLIN-WATTS, R. (2014). The Development of the Global Manager: An Empirical Study on the Role of Academic International Sojourns. Academy of Management Learning & Education, 13(2), 187–207. https://doi.org/10.5465/amle.2012.0289
  • Zemanová, D. (2015). Leading Multicultural Teams. Case Study of XYZ. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsndl&AN=edsndl.oai.union.ndltd.org.nusl.cz.oai.invenio.nusl.cz.264061
  • Ziemiański, P., & Stankiewicz, K. (2016). Attitudes towards Collaboration in Multicultural Teams in the opinion of Polish and Chinese Students. Journal of Intercultural Management, (3), 139. https://doi.org/10.1515/joim-2016-0020