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Cross-Cultural Management

2019/2020
Учебный год
ENG
Обучение ведется на английском языке
4
Кредиты
Статус:
Курс по выбору
Когда читается:
1-й курс, 3, 4 модуль

Преподаватель

Course Syllabus

Abstract

The course is knowledge – oriented and skills oriented course alike. It is designed for studying the main concepts and theories in cross-cultural management from the one hand. On the other hand, students will reflect their own skills in multicultural context. The course focuses on major management process from the cross-cultural perspective, taking into account cultural peculiarities and various methods of management on “cultural joints” in the process of expanding international collaboration growth and the implementations of multinational projects. Knowledge of cross-cultural differences and their practical use increases the efficiency of interaction between representatives of different national cultures and could be considered as one of the core competencies of successful manager in the global environment.
Learning Objectives

Learning Objectives

  • The main goal of the "Cross-Cultural Management" course is studying a fundamentally new approach to company’s management, taking into consideration cross-cultural differences, and creating a system of knowledge necessary for successful company management in global environment.
Expected Learning Outcomes

Expected Learning Outcomes

  • Understanding the modern interpretation of the national culture and impact of culture to the major management process
  • Knowledge of the main parameters characterizing the national cultures and the methodology of its measurement
  • Understanding the major peculiarities of the cross-cultural management process and development of the skills based on cross-cultural differences application to the company’ management
  • Developing skills in communication, team-building, motivation leadership and negotiation in multicultural environment
  • Cultural intelligence necessary for global managers
  • Knowledge of practical applicability of foreign experience in cross-cultural management
  • Is able to employ social and multicultural differences in order to solve problems in his/her professional and social activities
Course Contents

Course Contents

  • Section 1. Culture (Definitions, Levels and Characteristics)
    The phenomenon of culture. The concepts of national, organizational and professional cultures. Factors influencing on the formation of systems interests, causing different behavioral patterns of different cultures’ representatives. The model of culture as an "Onion" by Fons Trompenaars. The role of culture in cross-cultural research. National culture interpretations: value, personal and cognitive approaches. Methods of studying the impact of national culture.
  • Section 2. Managerial Studies on Culture (Hofstede, Trompenaars, Hall)
    The concepts of cross-cultural studies. Geert Hofstede’s “values-oriented” labour activity paradigm. Main constructs: Individualism – Collectivism; Power distance; Masculinity – Femininity; Uncertainty Avoidance; Long-term and Short-term orientation. Edward Hall’s concept of “Cultural grammar”. Four parameters of a national culture: Time, Context, Space and Informational flows. Fons Trompenaars and Charles Humpden-Turner’s method of “modern dilemmas”. Main dimensions of this concept: Universalism – Particularism, Individualism – Collectivism, Specific vision – Diffuse vision, Achievement – Ascription, Emotional – Neutral, attitude towards time and towards environment.
  • Section 3. Personality and Culture. Communication and Culture
    The process of cross-cultural communication – the concept and main features. Cultural differences as a communicational resource. Main characteristics of high-context and low-context cultural communications styles. The impact of communications styles on creating models of cross-cultural interaction.
  • Section 4. Multicultural Teamwork
    Managing diversity in the global work culture. Synergetic team management. Strategies of cross-cultural interaction. Strategies of “cultural domination”, “cultural discrepancy”, “cultural compromise”, “cultural adaptation”, and “cultural synergy”.
  • Section 5. Leadership and Culture
    The process of leadership and interaction in a multicultural team. Key concepts of global leadership. Models of leadership. Global organizations. Global leadership and the change in knowledge about cultural differences. The role of leadership in the change of the organizational culture. National culture knowledge management. The role of leadership in creating cultural synergy. Problems of global leadership. Expatriates (foreign professionals) in Russia.
  • Section 6. Negotiations and Culture. Conflict Behaviour and Culture
    Conflict resolution and Negotiations. Negotiating across cultures. Assumptions and negotiating. Framework of International business negotiations. Approaches in negotiations: structured versus emotional. Negotiation strategy and tactics: cross-cultural differences. Example of successful French – Russian negotiations.
  • Section 7. Motivation and Culture
    Multicultural staff motivation process. Social justice from the cultural point of view. The definition of exogenous and endogenous motivation. Main characteristics and peculiarities of exogenous and endogenous motivation. The creation of multicultural staff motivation models. Main problems of multicultural staff motivation and possible solutions.
  • Section 8. Multinational Decision Making
    Major steps of decision making process. Problem recognition, information search and constructing alternatives in multicultural environment. Making choice and implementation stages. Ethical decision making in global environment.
  • Section 9. Creation of Cultural Synergy and Multicultural Teamwork
    Managing diversity in the global work culture. Cross-cultural differences and synergy. Strategies of cross-cultural interaction. Strategies of “cultural domination”, “cultural discrepancy”, “cultural compromise”, “cultural adaptation”, and “cultural synergy”. Synergetic team management. The interactions in a new cultural environment. The process of acculturation. Acculturation process curve. Modern cultural diversity management models. Peculiarities of creating business-relations with representatives from North America, Europe and China.
Assessment Elements

Assessment Elements

  • non-blocking Team project 1
  • non-blocking Individual project
  • non-blocking Team project 2
  • non-blocking Class’ work participation
  • blocking Exam
    Examination format: The exam is taken written (essay, case study, video answer) with asynchronous proctoring. Asynchronous proctoring means that all the student's actions during the exam will be “watched” by the computer. The exam process is recorded and analyzed by artificial intelligence and a human (proctor). Please be careful and follow the instructions clearly! The platform: The exam is conducted on the StartExam platform. StartExam is an online platform for conducting test tasks of various levels of complexity. The link to pass the exam task will be available to the student in the RUZ. The computers must meet the following technical requirements: https://eduhseru-my.sharepoint.com/:b:/g/personal/vsukhomlinov_hse_ru/EUhZkYaRxQRLh9bSkXKptkUBjy7gGBj39W_pwqgqqNo_aA?e=fn0t9N A student is supposed to follow the requirements below: Prepare identification documents (а passport on a page with name and photo) for identification before the beginning of the examination task; Check your microphone, speakers or headphones, webcam, Internet connection (we recommend connecting your computer to the network with a cable, if possible); Disable applications on the computer's task other than the browser that will be used to log in to the StartExam program, except: Google Translate. If one of the necessary requirements for participation in the exam cannot be met, a student is obliged to inform a program manager 7 days before the exam date to decide on the student's participation in the exams. Important rules: All rules are available in exam regulations using asynchronous proctoring technology in the framework of intermediate certification. Connection failures: A short-term connection failure during the exam is considered to be the loss of a student's network connection with the StartExam platform for no longer than 5 minutes per exam. A long-term connection failure during the exam is considered to be the loss of a student's network connection with the StartExam platform for longer than 5 minutes per exam and will be the basis for the decision to terminate the exam. In case of long-term connection failure in the StartExam platform during the examination task, the student must record the fact of connection failure (screenshot, a response from the Internet provider). Then contact the program manager with an explanatory note about the incident to decide on retaking the exam.
Interim Assessment

Interim Assessment

  • Interim assessment (4 module)
    0.18 * Class’ work participation + 0.4 * Exam + 0.18 * Individual project + 0.12 * Team project 1 + 0.12 * Team project 2
Bibliography

Bibliography

Recommended Core Bibliography

  • Beer, L. A. (2012). Essential Concepts of Cross-Cultural Management : Building on What We All Share (Vol. 1st ed). [New York, N.Y.] [222 East 46th Street, New York, NY 10017]: Business Expert Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=493190
  • Cultures and Organizations, Software of the mind. Intercultural Cooperation and Its Importance for survival. (2010). McGraw-Hill. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsnar&AN=edsnar.oai.library.wur.nl.wurpubs.392270
  • Hofstede, G. (2001). Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.A385DB9A
  • Moran, R.T. Managing Cultural Differences: Global Leadership Strategies for the 21st Century / Robert T. Moran, Philip R. Harris, Sarah V. Moran. – 7th ed. – Burlington; Oxford: Elsevier Inc., 2007. – 708 p. – (Managing Cultural Differences). – ISBN 978750682473. - Текст: электронный // DB ProQuest Ebook Central (ebrary) [сайт]. – URL: https://ebookcentral.proquest.com/lib/hselibrary-ebooks/reader.action?docID=3562904&query=Moran%252C%2BRobert%2BT
  • Tjosvold, D., & Leung, K. (2016). Cross-Cultural Management : Foundations and Future. London: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1480282

Recommended Additional Bibliography

  • Alas, R., Ennulo, J., & Türnpuu, L. (2006). Managerial Values in the Institutional Context. Journal of Business Ethics, 65(3), 269–278. https://doi.org/10.1007/s10551-005-5494-1
  • Brannen, M. Y., & Doz, Y. L. (2010). From a distance and detached to up close and personal: Bridging strategic and cross-cultural perspectives in international management research and practice. Scandinavian Journal of Management, (3), 236. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.scaman.v26y2010i3p236.247
  • Caligiuri, P., & Tarique, I. (2012). Dynamic cross-cultural competencies and global leadership effectiveness. Journal of World Business, (4), 612. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.worbus.v47y2012i4p612.622
  • Carl F. Fey, & Daniel R. Denison. (2003). Organizational Culture And Effectiveness: Can American Theory Be Applied In Russia? William Davidson Institute Working Papers Series. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.p.wdi.papers.2003.598
  • Chen, Y. F., & Tjosvold, D. (2005). Cross-cultural leadership: Goal interdependence and leader-member relations in foreign ventures in China. Journal of International Management, (3), 417. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.intman.v11y2005i3p417.439
  • Chevrier, S. (2003). Cross-cultural management in multinational project groups. Journal of World Business, (2), 141. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.worbus.v38y2003i2p141.149
  • Chong, E. (2008). Managerial competency appraisal: A cross-cultural study of American and East Asian managers. Journal of Business Research, (3), 191. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.jbrese.v61y2008i3p191.200
  • Cronje, J. C. (2011). Using Hofstede’s cultural dimensions to interpret cross-cultural blended teaching and learning. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.113A7439
  • Cultural and leadership predictors of corporate social responsibility values of top management: A GLOBE study of 15 countries. (2007). Lawrence Erlbaum. https://doi.org/10.4324/9780203936665
  • Culture matters : how values shape human progress / Lawrence E. Harrison ... Eds. (2000). New York: Basic Books. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edswao&AN=edswao.088089541
  • Detelin S. Elenkov, William Judge, & Peter Wright. (2005). Strategic leadership and executive innovation influence: an international multi-cluster comparative study. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.2B1ABC3E
  • Duncan, P. (2005). Contemporary Russian Identity between East and West. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.80C992C2
  • Engelen, A., & Brettel, M. (2011). Assessing cross-cultural marketing theory and research. Journal of Business Research, (5), 516. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.jbrese.v64y2011i5p516.523
  • Fey, C. F. (2005). Opening the black box of motivation: A cross-cultural comparison of Sweden and Russia. International Business Review, (3), 345. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.iburev.v14y2005i3p345.367
  • Hofstede, G. (1980). Motivation, Leadership, and Organization: Do American Theories Apply Abroad? Organizational Dynamics, 9(1), 42–63. https://doi.org/10.1016/0090-2616(80)90013-3
  • 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
  • Triandis, H. C. (2018). Individualism And Collectivism. New York: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1803536
  • 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
  • Usunier, J.-C. (2011). Language as a resource to assess cross-cultural equivalence in quantitative management research. Journal of World Business, (3), 314. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.worbus.v46y2011i3p314.319