Cross cultural management

The module provides a key grounding in the nature of management in the global context by increasing awareness and understanding of the soft skills in international management, particular

Cross Cultural Management

MG333

Objective

This module aims to develop the awareness, skills and knowledge required by managers seeking to work abroad as international executives The module provides a key grounding in the nature of management in the global context

by increasing awareness and understanding of the soft skills in international management, particularly those relating to cross-cultural management The meaning of culture is explored by drawing on a range of national cultural and institutional models and studies and providing a broad understanding of the international context in which multinational corporations operate

How national culture influences management practice is also considered In particular the focus will be on the influence of organizational and national cultures on the development and transfer of a wide range of HRM practices For example, in what ways do human resource management and employment practices differ across countries and why? What are the possible underlying cultural and institutional reasons for these differences? The influence of national culture on aspects of organization structure will also be examined A range of areas in international management will be reviewed including, structure and learning networks, transfer of HRM practices in MNCs, .knowledge transfer and corporate social responsibility Finally, we consider the emerging challenges of international management The emphasis will be

on how individuals, teams and organizations manage these cultural differences

Dr Johanna Clancy *

Room 338 Cairnes

4327 johanna.clancy@nuigalway.ie

Dr Tony Royle Room 321

St Anthony’s

3106 Tony.Royle@nuigalway.ie

* Module co-ordinator Please contact for any queries related to module

Times

Lectures: Fridays 1-3 UC102

- Course Outline – 2019-2020

Overall

Learning

Outcomes

Upon completion of this course you will be able to:

Understand the importance of cross-cultural management, and of the major theoretical and empirical studies which examine the impact of different national cultures on work and employment

Understand a range of international management practices and how organizational and national culture impacts upon them: work, motivation, performance appraisal, leadership, cross-cultural communication and decision-making, negotiation and trust, conflict and dispute resolution and corporate social responsibility

Knowledge of comparative management and employment models and their implications for management and employment in different national contexts and the international context in which MNCs operate

Apply their understanding of cultural and institutional differences to evaluate the challenges and opportunities of doing business in different countries

Display an understanding of cultural difference in interactions with different nationalities

Format

Weekly, the course comprises 2 hours lecture These lecture slots incorporate case studies, class discussion, video segments etc to consider various topics from alternative angles The key issues outlined in each of the sessions should then be developed through further study Private study enables you to build

on the knowledge gained in sessions through recourse to handout material and the recommended readings Small group exercises are used to reinforce the learning during class

Programme(s) B Comm, B Comm International, B Corp Law, B Corp Law International

Course Material A course web is available at http://blackboard.nuigalway.ie

Assessment

1 End of Year Examination 100%

Workload

Total Student Effort: 125 hours

Core Texts:

Browayes, M.J and Price, R ( 2011) Understanding Cross – Cultural Management,

2nd edition Harlow: Pearson Education Limited

Supplementary Text(s):

Bartlett, C.A and Ghoshal, S (1998) Managing Across Borders: The transnational

solution, Boston, Harvard Business School Press

Banerjee, S.B (2007) Corporate Social Responsibility: The good the Bad and the Ugly,

Cheltenham: Edward Elger

Bartlett, C., Ghoshal, S and Beamish, P (2008) Transnational Management: Text, Cases

and Readings in Cross-Border Management, fifth edition, New York, McGraw Hill

Branine, M ( 2011 ) Managing Across Cultures : Concepts , Policies and Practices

London : Sage

Crane, A., Matten, D., McWilliams, A., Moon, J., Siegel, D., (eds.) (2008) The Oxford Handbook of

Corporate Social Responsibility, Oxford: Oxford University Press

Dicken, P (2011 ) The Global Shift: Mapping the changing contours of the world

economy, sixth edition, London, Sage

Edwards, T and Rees, C (2011) (eds.) International Human Resource management, London:

Prentice Hall

Gooderham, P.N and Nordhaug, O (2003) International Management: cross cultural

challenges, Oxford, Blackwell

Harzing, A.W and Pennington, A (eds) (2011) International Human Resource

Management, 3rd edition, Lonodn, Sage

Jacoby, S.M (2005) The Embedded Corporation and Employment Relations in Japan and the United

States, Princeton NJ: Princeton University Press

Klein, N (2001) No Logo, London: Harper Collins

Matanle, P and Lunsing, W (2006) Perspectives on Work, Employment and Society in Japan,

London: Palgrave

Meade, R and Andrews, T.A ( 2009) International Management , Fourth Edition,

Chichester : John Wiley and Sons

Morgan, G (2006) Images of Organizations, London: Sage

Mouer, R and Kawanishi, H (2005) A Sociology of Work and Employment in Japan, Cambridge:

Cambridge University Press

Punnett, B.J (2009) International Perspectives on Organizational Behaviour and Human Resource

Management, New York, M.E Sharpe

Royle, T (2000) Working for McDonald’s in Europe, London: Routledge

Royle, T and Towers, B (eds.) (2002) Labour Relations in the Global Fast-Food Industry,

London: Routledge

Schneider, S.C and Barsoux, J.L (2003) Managing Across Cultures, second edition, Harlow, FT Prentice Hall

Scullion, H and Collings, D.G (eds) (2006) Global Talent Management , London : Routledge

Thomas, D.C (2008) Cross Cultural Management: Essential Concepts, second edition, London,

Sage

Whittaker, D.H and Deakin, S (eds.) Corporate Governance and Managerial Reform in Japan,

Oxford: Oxford University Press

Additional readings can be found at the end of the course outline or will be provided during the course There are, of course, many other excellent books and journal articles with online access on international and cross cultural management in the library The ability to make effective use of a library catalogue (and other library facilities) is an essential skill at third level The library staff will

be willing to assist you in beginning a search

Some of the key journals in the field include:

Journal of World Business (JWB)

Management International Review (MIR)

International Business Review (IBR)

Thunderbird International Business Review (TIBR)

European Journal of International Management (EJIM)

Cross Cultural Management (CCM)

International Journal of Cross Cultural Management (IJCCM)

Human Relations (HR)

Agenda

Session 1: Introduction to the Global

Business Environment and Cross Cultural

Management

11/01/2013 (JC)

This session will introduce the multinational

corporation and the major characteristics and

challenges which these firms face in the global

arena The changing contours of the global

economic map will be examined Some key

Browaeys and Price (2011); Chapter 1 Dicken ( 2011); Chapters 1 and 2

concepts in Cross Cultural Management will be

introduced

Session 2: Definitions and Models of

Culture

18/01/2013 (JC)

This session will critically consider some key

definitions and models of culture The link

between culture and competitive advantage

will also be examined using examples of

international joint ventures and cross border

mergers and acquisitions

Browaeys and Price; Chapters 1, 2, 3, 5

Mc Sweeney, B ( 2002) Hofstede’s model of national cultural differences and their consequences : a triumph of faith – a failure of

analysis, Human Relations, 55 (1) : 89-118

Kirkman, B.L , Lowe, K.B and Gibson, C.B ( 2006) “ A quarter century of culture’s consequences : a review of empirical research

incorporating Hofstede’s cultural values framework, Journal of

International Business Studies, 37 (3 ) : 285 – 320

Session 3: The Role of Regional, Industry,

Corporate and Professional Cultures

25/01/2013 (JC)

The session will examine a number of

important cultural spheres – Regional culture,

industry culture, corporate culture and

professional cultures The session will also

explore the links between these different

cultural spheres

Browaeys and Price, chapters 1, 3, 7 Romani, L (2011) “Culture in International Human Resource Management” in Harzing AW and Pinnington, AH (eds)

( 2011) International Human Resource Management, 3rd edition

Golnaz Sadri, Brian Lees, (2001),"Developing corporate culture as a

competitive advantage", Journal of Management Development, Vol

20: 10: 853 – 859

Session 4: Managing Knowledge across

Borders

01/02/2013 (JC)

A key challenge for the multinational company

is to identify key knowledge regardless of

where it resides and to transfer relevant

knowledge around the multinational network

This session will consider the key challenges

and opportunities in this regard

Browaeys and Price, chapter 8 Bjorkman, I., Evans, P & Pucik, V (2011) “Managing Knowledge

in Multinational Firms” in A.W Harzing and A Pinnington (eds)

Minbaeva, D., Pedersen, T., Bjorkman, I., Fey, C and Park, H (2003) ‘MNC Knowledge transfer, subsidiary absorptive capacity

and knowledge transfer’, Journal of international Business Studies,

34 (6): 586-99

Session 5

Leadership and Cross-Cultural Teams:

08/02/2013 (JC)

Browaeys & Price Chapter 8 & 16 Alon, I & Higgins, J M (2005) “Global Leadership Success

through emotional and Cultural Intelligence, Business Horizons, 48:

501-512

Kedia, B L & Mukherji, A (1999) "Global managers:

Developing a mindset for global competitiveness"

Journal of World Business 34 (3): 230-251

Brett, J., Behfar, K & Kern, M C (2006) "Managing

multicultural teams" Harvard Business Review 84 (11):

84

Govindarajan, V & Gupta, A K (2001) "Building an

effective global business team" MIT Sloan management

review 42 (4): 63-71

Session 6:

Cross Cultural Communication &

Negotiation

15/02/2013 (JC)

Browaeys & Price chapters 13, 14, 15 Luo, Y & Shenkar, O (2006) "The multinational corporation as a multilingual community: Language and

organization in a global context" Journal of International

Business Studies 37 (3): 321-339

Session 7: Management, Culture and

Employment in Japan

1/03/2013 (TR)

This session examines the nature of culture,

management and employment in Japan and the

challenges and opportunities this poses for

management of non-Japanese MNCs and their

cross-border operations

Morgan, G (2006) Chapter 5 Shinoda, T (2008) ‘The return of Japanese labour? The

mainstreaming of the labour question in Japanese politics’, Labor

History, 49, 2: 145-159

Benson, J and Debroux, P (2004) ‘The Changing Nature of Japanese HRM: Impact of the Recession and the Asian Financial Crisis’,

International Studies of Management and Organization, 34, 1:

32-51

Sessions 8 and 9: Corporate Social

Responsibility in MNCs

22/02/2013 and 01/03/2013 (TR)

These sessions examine the development of

international regulation the growth of CSR and

other forms of voluntary self-regulation

amongst MNCs and their implications for

cross-border HRM and employment policies

The second session focuses on CSR and

corporate codes of conduct and the case of

IKEA

Gooderham & Nordhaug chapter 9 Sachdev, S (Ch 13) in Edwards and Rees (2011)

Royle, T., Rueckert, Y and Furåker, B (2012) The Factors

Influencing Socially Responsible Behaviour in MNCs: IKEA in

Ireland, Sweden and Spain, British Universities Industrial Relations

Association Conference, University of Bradford, 28th - 30th June

2012 (* this paper will be available on blackboard)

Session 10: Corporate Culture and

Cross-Border HRM and Employment Practices:

The McDonald’s Corporation

15/03/2013 (TR)

This session examines the nature of the

corporate culture and its transfer to the

international operations of the McDonald’s

Corporation, one of the world’s largest and

most successful corporations

Royle, T (2004) ‘Low Road Convergence? The significance of sectoral factors in understanding MNC cross-border behaviour: the case of the Spanish and German quick food service sectors’,

European Journal of Industrial Relations, 10, 1: 51-71

Royle, T (2006) ‘The Dominance Effect? Multinational

Corporations in the Italian Quick Food Service Sector’, British

Journal of Industrial Relations, December, 44, 4: 757-759

Royle, T (2010) ‘McDonald’s and the Global ‘McJob’: A longitudinal analysis of work, pay and unionization in the

international fast-food industry’, Labor History, 51, 2: 249-269

Session 11: Review session & exam

presentation

22/03/2013 (TR)

This course outline is available on blackboard in pdf format Should you have a visual disability and require the document in another format, please contact me and I will oblige