Cross cultural management

MG333 Cross Cultural Management Cross Cultural Management MG333 - Course Outline – 2019-2020 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 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 E-mail 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: Day Time Venue Fridays 1-3 UC102 Page of MG333 Cross Cultural Management 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 Overall Learning Outcomes Format Programme(s) Course Material Weekly, the course comprises 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 B Comm, B Comm International, B Corp Law, B Corp Law International A course web is available at http://blackboard.nuigalway.ie End of Year Examination 100% Assessment Workload Credit weighting: Lecture hours: Independent study: Examination: Total Student Effort: ECT 24 99 125 hours Page of MG333 Cross Cultural Management 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 Page of MG333 Cross Cultural Management 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 Topic Session 1: Introduction to the Global Business Environment and Cross Cultural Management Readings Browaeys and Price (2011); Chapter Dicken ( 2011); Chapters and 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 of MG333 Cross Cultural Management concepts in Cross Cultural Management will be introduced Session 2: Definitions and Models of Culture 18/01/2013 (JC) Browaeys and Price; Chapters 1, 2, 3, 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 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 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 Browaeys and Price, chapters 1, 3, 25/01/2013 (JC) Romani, L (2011) “Culture in International Human Resource Management” in Harzing AW and Pinnington, AH (eds) ( 2011) International Human Resource Management, 3rd edition 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 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 Browaeys and Price, chapter 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 Bjorkman, I., Evans, P & Pucik, V (2011) “Managing Knowledge in Multinational Firms” in A.W Harzing and A Pinnington (eds) International Human Resource Management, 3rd 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): 586-99 Session Browaeys & Price Chapter & 16 Leadership and Cross-Cultural Teams: Alon, I & Higgins, J M (2005) “Global Leadership Success through emotional and Cultural Intelligence, Business Horizons, 48: 501-512 08/02/2013 (JC) 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 Page of MG333 Cross Cultural Management 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: Browaeys & Price chapters 13, 14, 15 Cross Cultural Communication & Negotiation 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 15/02/2013 (JC) Session 7: Management, Culture and Employment in Japan Morgan, G (2006) Chapter 1/03/2013 (TR) Shinoda, T (2008) ‘The return of Japanese labour? The mainstreaming of the labour question in Japanese politics’, Labor History, 49, 2: 145-159 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 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: 3251 Sessions and 9: Corporate Social Responsibility in MNCs Gooderham & Nordhaug chapter Sachdev, S (Ch 13) in Edwards and Rees (2011) 22/02/2013 and 01/03/2013 (TR) Royle, T., Rueckert, Y and Furåker, B (2012) The Factors Influencing Socially Responsible Behaviour in MNCs: IKEA in These sessions examine the development of Ireland, Sweden and Spain, British Universities Industrial Relations international regulation the growth of CSR and Association Conference, University of Bradford, 28th - 30th June other forms of voluntary self-regulation 2012 (* this paper will be available on blackboard) 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 Session 10: Corporate Culture and CrossBorder 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 Page of MG333 Cross Cultural Management 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 of ...MG333 Cross Cultural Management Upon completion of this course you will be able to: Understand the importance of cross- cultural management, and of the major theoretical... Student Effort: ECT 24 99 125 hours Page of MG333 Cross Cultural Management Core Texts: Browayes, M.J and Price, R ( 2011) Understanding Cross – Cultural Management, 2nd edition Harlow: Pearson Education... International Journal of Cross Cultural Management (IJCCM) Human Relations (HR) Agenda Topic Session 1: Introduction to the Global Business Environment and Cross Cultural Management Readings Browaeys