Cross Cultural Management - Course Outline

Transcription

1 MG333 - Course Outline 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. Name Office Ext Dr Johanna Clancy * Room 338 Cairnes 4327 johanna.clancy@nuigalway.ie Times Dr Tony Royle Room 321 St. Anthony s 3106 Tony.Royle@nuigalway.ie * Module co-ordinator. Please contact for any queries related to module. Day Time Venue Lectures: Fridays 1-3 UC102 Page 1 of 7

2 Upon completion of this course you will be able to: Overall Learning Outcomes Format 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. 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) Course Material B Comm, B Comm International, B Corp Law, B Corp Law International A course web is available at Assessment 1. End of Year Examination 100% Workload Credit weighting: 5 ECT Lecture hours: 24 Independent study: 99 Examination: 2 Total Student Effort: 125 hours Page 2 of 7

3 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, 3 rd 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. Page 3 of 7

4 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) : 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) (CCM) International Journal of (IJCCM) Human Relations (HR) Agenda Topic Session 1: Introduction to the Global Business Environment and Cross Cultural Management Readings Browaeys and Price (2011); Chapter 1 Dicken ( 2011); Chapters 1 and 2 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 Page 4 of 7

5 concepts in 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) : 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 ) : 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: 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) International Human Resource Management, 3 rd edition 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): 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: Kedia, B. L. & Mukherji, A. (1999) "Global managers: Developing a mindset for global competitiveness". Journal of World Business. 34 (3): Brett, J., Behfar, K. & Kern, M. C. (2006) "Managing Page 5 of 7

6 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): 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): 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: 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: 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: Royle, T. (2006) The Dominance Effect? Multinational Corporations in the Italian Quick Food Service Sector, British Journal of Industrial Relations, December, 44, 4: 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: Session 11: Review session & exam Page 6 of 7

7 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. Page 7 of 7