«CROSS-CULTURAL MANAGEMENT» Master programme Management

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State University – Higher School of Economics

Cross-Cultural Management for master program 080200.68 “Management”

The Government of the Russian Federation

The Federal Government Autonomous Institution of Higher Education National Research University - Higher School of Economics

Faculty of Management

«CROSS-CULTURAL MANAGEMENT»

Master programme 080200.68 - Management

Author: N. Guseva, professor,

PhD. in Management and Sociological sciences, [email protected]; [email protected]

Approved at the meeting of the department General and Strategic Management

«___»____________ 2013 Head of Department _________________Filinov N. B.

Recommended section of UMS Management

«___»____________ 2013 Chairman _________________ Filinov N. B.

Approved by the Academic Council «_______»_____________2013

Scientific secretary Balayeva O. ________________________

Moscow, 2013

The present program cannot be used by other departments of the University and other Universities without the resolution of the developer’s department

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Cross-Cultural Management for master program 080200.68 “Management”

1 Course Description

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. Thus, the course will help students in addressing their current and future behaviour in global environment.

The course will focus on management from an intercultural 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 effi-ciency of interaction between representatives of different national cultures and could be considered as one of the core competencies of successful manager in the global environ-ment.

The course consists of two main parts: the methodology of the cross-cultural

re-search and the models of cross-cultural management.

The object of the study is the management process between the representatives of

different national cultures under conditions of expanding international cooperation and economic globalization.

The subject of the study is the cultural differences caused by the influence of

na-tional culture and models of cross-cultural interaction.

Teaching methods are presented by combination of systematic and situational ap-proaches to management.

2 Sphere of application and normative references

The course program «Cross-Cultural Management" establishes minimum require-ments for students’ knowledge and skills and determines the content and styles of training sessions and reporting.

The program "Cross -cultural management" is designed for students accomplishing Master programme 080200.68 "Management" with the following specializations: "Strategic Management and Corporate Governance," "Marketing", "Marketing Communications",

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“Hu-3 This program is developed in accordance with:

• Educational standards NRU - HSE;

• Educational program for master's degree 080200.68 "Management";

• The curriculum of master program in 080200.68 “Management" course in speciali-zations "Strategic Management and Corporate Governance," "Marketing", "Marketing Com-munications", “Human Recourses Management” and "Project Management", approved in 2011.

3 Course goals

The main goal of the "Cross-Cultural Management" course is studying a fundamen-tally 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.

4 Course outcomes

As a result, students acquire the following system and socio-personal competencies:

1. System competencies:

SК-М4 is able to enhance and develop his intellectual and cultural level, build a path of professional and career development;

SК-М5 is able to make managerial decisions, evaluate their possible outcomes and take full responsibility for them;

SК-М7 is able to organize a multilateral (including multicultural) communication and manage it successfully;

SК-М1 is able to introspect (evaluate and process) studied scientific methods and modes of activity;

SК-М8 is able to operate as a professional and a scientist in a multinational envi-ronment;

2. Social and personal competencies (SPC):

SLK –М2 is able to employ social and multicultural differences in order to solve problems in his/her professional and social activities;

SLK –М3 is able to distinguish and transmit corporate goals in his professional and social activities;

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SLK –М4 is able to perform a deliberate choice of interpersonal communications strategies.

As a result of completing this discipline, a student has to:

 Understand the modern interpretation of the national culture and know how it impacts the management process;

 Know the main parameters characterizing the national cultures and the methodology of their measurement;

 Understand the peculiarities of the process of cross-cultural management and be able to use cross-cultural differences in the company’ management;

 Develop skill in communication, team-building, motivation leadership and negotiation in order to allow students to reflect upon their own attitudes and behaviour;

 Acquire the cultural sensitivity necessary for successful managers in Euro-pean and international context;

 Learn the practical applicability of foreign experience in cross-cultural management.

5 The role of the discipline in the structure of the educational

pro-gramme

The "Cross -cultural management" discipline is a part of the electives courses for the students accomplishing 080200.68 "Management" master programme with the specializa-tions: "Strategic Management and Corporate Governance," "Marketing", "Marketing Com-munications", “Human Resources Management” and "Project Management".

The study of this course is based on the following disciplines:

 General Management;

 Strategic Management;

 Corporate governance;

 Organizational Behavior;

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6 COURSE SCHEDULE

№ Topic Number of class hours Classroom activities Self-study Lectures Seminars

1. _{Culture (Definitions, Levels and Characteristics)}

Introduction: the review of the course “Cross-cultural man-agement”. History of origin, the object and the subject of the study.

The notion of National Culture, studying methods and ap-proaches to culture interpretation.

14 2 2 10

2. _{Managerial Studies on Culture (Hofstede, Trompenaars,}

Hall).

The concepts of cross-cultural studies of G. Hofstede, E. Hall, F. Trompenaars, J.-L. Barsoux, S. Schneider etc. Main national cultures’ characteristics.

24 4 4 16

3. _{Personality and Culture. Communication and Culture}

The process of cross-cultural communication: definition and features.

14 2 2 10

4. _{Leadership and Culture}

Peculiarities of leadership and interaction processes in a multicultural team. Models of global leadership.

14 2 2 10

5. _{Motivation and Culture}

Issues and peculiarities of motivation of multicultural staff. 14

2 2 ₁₀

6. _{Negotiations and Culture. Conflict Behaviour and}

Cul-ture

The process of negotiations and resolving conflicts in a mul-ticultural environment.

16 4 2 10

7. _{Management Style and Culture}

Models of cross-cultural management. Features of Anglo-Saxon, Roman, German, Russian and Chinese models.

16 2 4 10

8. _{Multicultural Teamwork}

Managing diversity in the global work culture. Synergetic team management.

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9. _{Acculturation and Creation of Cultural Synergy}

The interaction in a new cultural environment. Modern models of cultural diversity management.

Cross – cultural conflicts and cultural synergy. Transition-ing into the knowledge Culture.

12 2 2 8

Total: 144 ₂₄ ₂₄

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“Cross-Cultural Management” for master programme 080200.68 “Management”

7 Forms of control of students’ knowledge

Type of

control Form of control 1 2 3 1 year 4 Department Parameters Current

control

Group

as-signment X Short description (10K characters); 12-15 slides Power Point presenta-tion

Individual project (Essay)

X 20K characters; 12-15

slides Power Point presentation Group

as-signment

X Short description (10K

characters); 12-15 slides Power Point presenta-tion

Final Exam Written exam 90 min.

7.1 Grading procedures

The criteria for the evaluation of students’ knowledge and skills are as follows:

Class work (70%)

• Class work participation 1 point;

• Group assignment and presentation:

 Team project 1 “Measure the cross-cultural differences” 2+1 points;

 Team project 2 “Multicultural Teamwork” 2+1 points;

• Essay (individual project) 2+1 points;

Final exam (30%)

Class work participation requires the knowledge of lectures material and additional

readings. Students must be ready to give clear answers to readings-related questions, be able to analyse practical examples and cases.

For the group assignment and presentation students are:

 expected to analyse business cases, examples and draw adequate and singular conclusions, involving their theoretical and practical knowledge.

 required to know major concepts in cultural management and cross-cultural interactions’ business models in order to be able to develop an effective multicultural teamwork on an example of a global company;

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State University – Higher School of Economics

Cross-Cultural Management for dual-degree masters program 080200.68 “Management”

The individual task consists of an essay and its presentation. Students are proposed to conduct a study on “The impact of national culture on multicultural teamwork and business pe-culiarities in a new cultural environment”.

Deadlines: Students are strictly recommended to follow the deadlines of the

assign-ments. Failure to comply with deadlines reduces the grades by 20% (1 – 3 days) up to 50% (af-ter 7 days).

8 Contents of the course

Section1. 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 interpreta-tions: value, personal and cognitive approaches. Methods of studying the impact of nation-al culture.

Number of class work hours - 2 h. lectures and 2 h. seminars.

The total amount of individual work on the subject is 10 hours involving students’ ac-quaintanceship with the materials on the topic for successful accomplishment of current control tasks and preparation for workshops.

Required readings: Course book:

R. Moran, Ph. Harris, S. Moran. Managing Cultural Differences. - Elsevier Inc. (7th Edition). – 2011. – p. 2 – 39.

Additional readings:

1. Brannen M., Doz Y. 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 – Sept. 2010 – pp. 236-247.

2. Brookes M., Croucher R., Fenton-O'Creevy M., Gooderham P. Measuring competing ex-planations of human resource management practices through the Cranet survey:

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Cul-State University – Higher School of Economics

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tural versus institutional explanations // Human Resource Management Review - Mar 2011 – pp. 68-79.

3. Chevrier S. Cross-cultural management in multinational project groups // Journal of World Business - May 2003 – pp. 141-149.

4. Harrison, L. & Huntington S. (2000). Culture Matters: How Values Shape Human

Pro-gress. – New York: Basic Books.

5. Hofstede G. (2001). Culture’s consequences: Comparing values, behaviors, institutions,

and organizations across nations. – 2nd ed. Thousand Oaks: Sage Publications, Inc.

6. Hofstede G. (1991). Organizations and cultures: Software of the mind. - New-York: Mc

Graw-Hill.

7. Iribarne, (d’) P., Henry A., Segal J.-P., Chevrier S., Globokar T. (1998). Cultures et

mondialisation. - Paris: Seuil.

8. Schneider S. & Barsoux J.-L. (2003). Management intercultural: 2nd ed. - Paris:

Pear-son Education Ltd.

9. Shimoni B. The representation of cultures in international and cross-cultural

man-agement: Hybridizations of management cultures in Thailand and Israel // Journal of International Management - Mar 2011 – pp. 30-41.

10. Triandis H.C. Industrial and Organizational Psychology: Cross-cultural approach //

In-ternational Encyclopedia of the Social & Behavioral Sciences – 2001 – pp. 7316-7320.

11. Trompenaars, F. (1994). Riding the waves of culture: understanding cultural diversity

in business. - Chicago & London & Singapore: Irwin Professional Publishing.

The studying process for section №1 includes discussions and case studies during the workshop.

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 – Feminin-ity; 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.

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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.

Number of class work hours - 4 h. of lectures and 4 h. of workshops.

The total amount of individual work on this section is 16 hours involving students’ ac-quaintanceship with the materials on the topic for successful accomplishment of current control tasks and preparation team project N1.

Required readings:

1. Cronjé J. Using Hofstede’s cultural dimensions to interpret cross-cultural blended teach-ing and learnteach-ing // Computers & Education - Apr 2011 – pp. 596-603.

2. Guseva, N. (2004). Theoretical and Methodological Approaches of Franco-Russian Cross-Cultural Research. Proceedings of EMCSR 2004. – Vienna: Vienna University Press. 3. Hall, E. (1992). Dance de la vie: temps culturel, temps vécu. – Paris: Le Seuil.

4. Hampden – Turner C., Trompenaars F. (2000). Building cross – cultural Competence: How to create wealth from conflicting values. - Yale University Press.

5. Hofstede G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. – 2nd ed. Thousand Oaks: Sage Publications, Inc.

6. Hofstede G. (1991). Organizations and cultures: Software of the mind. - New-York: Mc Graw-Hill.

7. Iribarne, (d’) P., Henry A., Segal J.-P., Chevrier S., Globokar T. (1998). Cultures et mondiali-sation. - Paris: Seuil.

8. Kirkman B., Lowe K., Gibson C. A Quarter Century of "Culture's Consequences": A Review of Empirical Research Incorporating Hofstede's Cultural Values Framework // Journal of International Business Studies. - May 2006 - pp. 285-320.

9. Lin Boon Tan B. Researching managerial values: a cross-cultural comparison // Journal of Business Research – Oct 2002 – pp. 815-821

10. Triandis H. Industrial and Organizational Psychology: Cross-cultural approach // Inter-national Encyclopedia of the Social & Behavioral Sciences – 2001 – pp. 7316-7320.

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The studying process for section №2 involves discussions and group work.

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.

The total amount of individual work on this section is 10 hours involving students’ ac-quaintanceship with the materials on the topic for successful accomplishment of current control tasks, preparation for workshops, research on a case study, and presentation of an individual project (essay) on a chosen subject.

R. Moran, Ph. Harris, S. Moran. Managing Cultural Differences. - Elsevier Inc. (7th Edition). – 2011. – p. 40 – 74.

1. Hong J., Snell R., Easterby-Smith M. Cross-cultural influences on organizational learn-ing in MNCS: The case of Japanese companies in China // Journal of International Management - Dec 2006 – pp. 408-429.

2. Luo Y., Shenkar O. Toward a perspective of cultural friction in international business // Journal of International Management - Mar 2011 – pp. 1-14.

3. Trompenaars, F. (1994). Riding the waves of culture: understanding cultural diversity in business. - Chicago & London & Singapore: Irwin Professional Publishing.

4. Usunier J.-C. Language as a resource to assess cross-cultural equivalence in quantita-tive management research // Journal of World Business - Jul 2011 – pp. 314-319 The studying process for section №3 involves discussions, research on a case study, and the development and presentation of individual projects.

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Section 4. 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.

The total amount of individual work on this section is 10 hours involving students’ ac-quaintanceship with the materials on the topic for successful accomplishment of current control tasks, preparation for workshops, research on a case study, and presentation of an individual project (essay) on a chosen subject.

R. Moran, Ph. Harris, S. Moran. Managing Cultural Differences (7th Edition). - Elsevier Inc. – Oxford, UK. – 2007. – p. 101 – 142, 232 – 250.

1. Caligiuri P., Tarique I. Dynamic cross-cultural competencies and global leadership effec-tiveness // Journal of World Business - Feb 2012.

2. Chen Y. F., Tjosvold D. Cross-cultural leadership: Goal interdependence and leader– member relations in foreign ventures in China // Journal of International Management – Sept. 2005 – pp. 417-439.

3. Chong E. Managerial competency appraisal: A cross-cultural study of American and East Asian managers // Journal of Business Research - Mar 2008 – pp. 191-200.

4. Coher S., Mohrman A. (1995). Designing Team – Based Organizations – San Francisco: Jossey-Bass.

5. Dickson M., Hartog D., Mitchelson J. Research on leadership in a cross-cultural context: Making progress, and raising new questions // The Leadership Quarterly - Dec 2003 – pp. 729-768.

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6. DiStefano J., Maznevski M. Creating value with diverse teams in global management // Organizational Dynamics – Sep 2000 – pp. 45-63.

7. Elenkov D., Judge W., Wright P. Strategic Leadership and Executive Innovation Influence: An International Multi-Cluster Comparative Study // Strategic Management Journal - Jul 2005 - pp. 665-682.

8. Grachev M., Bobina M. Russian Organizational Leadership: Lessons from the Globe Study // International Journal of Leadership Studies - Vol. 1, Is. 2, 2006 - pp. 67-79.

9. Guseva N. (2004). Efficient management of multicultural teams: methodological and ap-plied aspects. – Irkutsk: BGUEP Pub.

10. Hofstede G. (1995). Motivation, leadership and organization: do American theories apply abroad? // Transnational management: text, cases and readings in cross-border man-agement / Ed. Ch. Bartlett, S. Ghoshal. – Chicago: IRWIN.

11. Hoppe M.H. (2007). Culture and leader Effectiveness: The GLOBE Study. Retrieved from http://www.inspireimagineinnovate.com/PDF/ GLOBEsummary-by-Michael-H-Hoppe.pdf 12. House R. (2004). Global Leadership and Organizational Behavior Effectiveness Research

Program - Business & Economics.

13. House, R. & 175 coauthors. (1999). Cultural influences on leadership and organizations: Project GLOBE (pp. 171-233). In Advances in global leadership. - Stamford, CT: JAI Press. - Vol. 1.

14. House, R. et al. (eds.). (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, CA: Sage.

15. McCalman J. Lateral hierarchy: The case of cross-cultural management teams // Europe-an MEurope-anagement Journal - Oct 1996 – pp. 509-517.

16. Waldman D., Sully de Luque M., Washburn N. Cultural and Leadership Predictors of Cor-porate Social Responsibility Values of Top Management: A GLOBE Study of 15 Countries // Journal of International Business Studies - Nov 2006 - pp. 823-837.

The studying process for section №4 involves discussions, research on a case study, and the development and presentation of individual projects.

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Section 5. 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 ex-ogenous and endex-ogenous motivation. The creation of multicultural staff motivation models. Main problems of multicultural staff motivation and possible solutions.

The total amount of individual work on this section is 10 hours involving students’ ac-quaintanceship with the materials on the topic for successful accomplishment of current control tasks, research on a case study, and presentation of an individual project (essay) on a chosen subject.

Required readings:

1. Fey C. Opening the black box of motivation: A cross-cultural comparison of Sweden and Russia // International Business Review - Jun 2005 – pp. 345-367.

2. Fischer R., Lun V. Measuring Cognition and Motivation across Cultural Groups // Handbook of Motivation and Cognition Across Cultures – 2008 – pp. 565, 567-589. 3. Hofstede G. (1995). Motivation, leadership and organization: do American theories

apply abroad? // Transnational management: text, cases and readings in cross-border management / Ed. Ch. Bartlett, S. Ghoshal. – Chicago: IRWIN.

Section 6. Negotiations and Culture. Conflict Behaviour and Culture

Conflict resolution and Negotiations. Negotiating across cultures. Assumptions and nego-tiating. Framework of International business negotiations. Approaches in negotiations: struc-tured versus emotional. Negotiation strategy and tactics: cross-cultural differences. Example of successful French – Russian negotiations.

The total amount of individual work on this section is 10 hours involving students’ ac-quaintanceship with the materials on the topic for successful accomplishment of current control

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tasks, research on a case study, and presentation of an individual project (essay) on a chosen subject.

R. Moran, Ph. Harris, S. Moran. Managing Cultural Differences (7th Edition). - Elsevier Inc. – Oxford, UK. – 2007. – p. 75 - 100.

1. Gesteland, R. (2002). Cross-Cultural Business Behavior: Marketing, Negotiating, Sourc-ing and ManagSourc-ing Across Cultures. Copenhagen: Copenhagen Business School Press. 2. Guseva N. Elements of Strategy of French – Russian efficient cooperation:

cross-cultural approach// Materials of 3rd International Conference on Contemporary Is-sues in Management – HSE Pub. – 2011.

3. Lutique, G. (Ed.). (2011). Bien communiquer avec interlocuteurs russes. Paris: AFNOR Editions.

Section 7. Management Style and Culture

Models of cross-cultural management. Culture clusters. Culture ranking by G. Hofstede. The notion of Anglosaxon, Roman, German and Russian concepts. The approach of R. Gestelend. Main parameters of model construction: focus on the transaction / on the relationship; formal / informal culture; culture with strict time limits / flexible time limits; emotionally expressive / emotionally restrained cultures. Features of Anglosaxon, Roman, German, Russian and Chinese models.

The total amount of individual work on this section is 10 hours involving students’ ac-quaintanceship with the materials on the topic for successful accomplishment of current control tasks and workshops, research on a case study.

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R. Moran, Ph. Harris, S. Moran. Managing Cultural Differences. - Elsevier Inc. (7th Edition). – 2011. – p.306 – 661.

1. Gesteland, R. (2002). Cross-Cultural Business Behavior: Marketing, Negotiating, Sourcing and Managing Across Cultures. Copenhagen: Copenhagen Business School Press.

2. DiStefano J., Maznevski M. Creating value with diverse teams in global management // Organizational Dynamics – Sep 2000 – pp. 45-63.

4. Marrewijk M., Timmers J. Human Capital Management: New Possibilities in People Management // Journal of Business Ethics - May, 2003 - pp. 171-184.

5. Muzychenko O. Cross-cultural entrepreneurial competence in identifying international business opportunities // European Management Journal - Dec 2008 – pp. 366-377. 6. Schneider S. & Barsoux J.-L. (2003). Management intercultural: 2nd ed. - Paris:

Pear-son Education Ltd.

7. Shaw M., Ormston M. Values and vodka: cross-cultural anatomy of an Anglo-Russian educational project // International Journal of Educational Development - Jan 2001 – pp. 119-133

8. Sidorov A., Alexeyeva I., Shklyarik E. The Ethical Environment of Russian Business // Business Ethics Quarterly – Oct 2000 - pp. 911-924.

The studying process for section №7 involves discussions, a case study, and the develop-ment a group project.

Section 8. 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”.

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The total amount of individual work on this section is 12 hours involving students’ ac-quaintanceship with the materials on the topic for successful accomplishment of current control tasks and preparation team project N2.

R. Moran, Ph. Harris, S. Moran. Managing Cultural Differences (7th Edition). - Elsevier Inc. – Oxford, UK. – 2007. – p. 180 – 201.

2. DiStefano J., Maznevski M. Creating value with diverse teams in global management

// Organizational Dynamics – Sep 2000 – pp. 45-63.

4. Muzychenko O. Cross-cultural entrepreneurial competence in identifying internation-al business opportunities // European Management Journinternation-al - Dec 2008 – pp. 366-377. 5. Osman-Gani A., Rockstuhl T. Cross-cultural training, expatriate self-efficacy, and

ad-justments to overseas assignments: An empirical investigation of managers in Asia // International Journal of Intercultural Relations - Jul 2009 – pp. 277-290.

The studying process for section №8 involves discussions, research on a case study and group assignments.

Section 9. Acculturation and Creation of Cultural Synergy

The interactions in a new cultural environment. The process of acculturation. Accultura-tion process curve. Modern cultural diversity management models. Peculiarities of creating business-relations with representatives from North America, Europe and China. Cross-cultural differences and synergy. Creation of the Franco-Russian model of effective interaction.

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The total amount of individual work on this section is 8 hours involving students’ ac-quaintanceship with the materials on the topic for successful accomplishment of current con-trol tasks.

R. Moran, Ph. Harris, S. Moran. Managing Cultural Differences (7th Edition). - Elsevier Inc. – Oxford, UK. – 2007. – p. 260 – 305.

7. DiStefano J., Maznevski M. Creating value with diverse teams in global management

// Organizational Dynamics – Sep 2000 – pp. 45-63.

8. Engelen A., Brettel M. Assessing cross-cultural marketing theory and research // Journal of Business Research - May 2011 – pp. 516-523

13. Muzychenko O. Cross-cultural entrepreneurial competence in identifying internation-al business opportunities // European Management Journinternation-al - Dec 2008 – pp. 366-377. 14. Osman-Gani A., Rockstuhl T. Cross-cultural training, expatriate self-efficacy, and

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15. Reisinger Y., Turner L. Cultural analysis: marketing and management implications // Cross-Cultural Behavior in Tourism – 2003 – pp. 281-319.

The studying process for section №9 involves discussions and research on a case study.

9 Educational Technologies (Practices)

In the framework of “Cross-cultural Management” course various educational technolo-gies are used, such as: theoretical lectures and interactive types of classes: business and role playing games, research on practical tasks and case studies, cross-cultural interactions trainings, meetings with foreign companies representatives.

10 Appraisal tools for current control and student assessment of academic

progress

10.1 Samples of group assignments:

Team project 1

 Measurement cultural differences by G. Hofstede approach;

 Measurement cultural differences by E. Hall approach;

 Measurement cultural differences by F. Trompenaars and Ch. Humpden-Turner approach;

 Measurement cultural differences by R.Gesteland approach;

Team project 2

 Development of a cross-cultural management model considering Anglo-Saxon /Russian cultural peculiarities;

 Development of a cross-cultural management model considering Roman/Russian cultural peculiarities;

 Development of a cross-cultural management model considering German/Arab cultural peculiarities;

 Development of a cross-cultural management model considering Russian/Japanese cul-tural peculiarities;

 Development of a cross-cultural management model considering Chinese/ Anglo-Saxon cultural peculiarities;

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 Development of a cross-cultural management model considering xxxxx/ xxxxx cultural peculiarities.

10.2 Samples for essays (individual projects):

 Multinational companies’ best practices of forming teams.

 Examples of successful leadership of multinational companies.

 Examples of efficient decision-making (for multinational companies).

 The process of staff motivation: best/interesting practices of multinational com-panies.

 Building efficient communication: best/interesting practices of multinational companies.

 The process of negotiating and resolving corporate conflicts: best/interesting practices of multinational companies.

 Problems of building effective communication in multinational companies.

 Problems of forming an effective staff motivation system in multinational compa-nies.

 Problems of decision-making and resolving conflicts in multinational companies.

 Cross-cultural analysis of building an effective хххххххххх management process: East and West.

Size: 10 - 12 pages, font 12, spacing 1,5.

11 Grading procedures

The grade for the course includes class work, current control and exam grades.

11.1 The results of class work are formed on the basis of oral answers, participation in discussions and debates.

11.2 Current control consists of the following elements:

• Class work participation 1 point;

• Group assignment and presentation:

 Team project 1 “Measure the cross-cultural differences” 2+1 points;

 Team project 2 “Multicultural Teamwork” 2+1 points;

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The final grade for the results on current control is calculated in the following way (Grade):

Gcurrent = 0,1·Goral + 0,3·Ggroup project N1 + 0,3·Ggroup project N2+0,3·Gessay;

11.3 The aggregated grade is on a 10-point scale and is composed of final current control and exam grades.

The aggregated grade is calculated by the following formula (Gexam – points for the exam):

Gfinal = 0,3·Gexam + 0,7·Gcurernt

On the final exam students are not allowed to receive extra points as a recompense for the current control.

12 Teaching Methods and Information Provision

12.1 Course book

R. Moran, Ph. Harris, S. Moran. Managing Cultural Differences: Global Leadership

Strate-gies for the 21st Century. 7th_{Edition - Elsevier, 2007. – 725 p.}

12.2 Required readings

2. Guseva N. (2004). Efficient management of multicultural teams: methodological and ap-plied aspects. – Irkutsk: BGUEP Pub.

3. Hall, E. (1992). Dance de la vie: temps culturel, temps vécu. – Paris: Le Seuil.

5. Harrison, L. & Huntington S. (2000). Culture Matters: How Values Shape Human Progress. – New York: Basic Books.

6. Hofstede G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. – 2nd ed. Thousand Oaks: Sage Publications, Inc.

7. Hofstede G. (1991). Organizations and cultures: Software of the mind. - New-York: Mc Graw-Hill.

8. House R. (2004). Global Leadership and Organizational Behavior Effectiveness Research Program - Business & Economics.

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9. Triandis, H. (1995). Individualism and collectivism. Boulder, CO: Westview Press.

10. Trompenaars, F. (1994). Riding the waves of culture: understanding cultural diversity in business. - Chicago & London & Singapore: Irwin Professional Publishing.

12.3 Additional readings

1. Adamopoulos, J. (1999). The emergence of cultural patterns of interpersonal behavior

in Social psychology and cultural context. -Thousand Oaks, CA: Sage. - pp. 63-76.

2. Alas R., Ennulo J., Türnpuu L. Managerial Values in the Institutional Context // Journal

of Business Ethics - May, 2006 - pp. 269-278.

3. Brannen M., Doz Y. 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 - Sep 2010 – pp. 236-247.

4. Brookes M., Croucher R., Fenton-O'Creevy M., Gooderham P. Measuring competing

ex-planations of human resource management practices through the Cranet survey: Cul-tural versus institutional explanations // Human Resource Management Review - Mar 2011 – pp. 68-79.

5. Caligiuri P., Tarique I. Dynamic cross-cultural competencies and global leadership ef-fectiveness // Journal of World Business – Feb. 2012.

6. Chen Y. F., Tjosvold D. Cross-cultural leadership: Goal interdependence and leader– member relations in foreign ventures in China // Journal of International Management - Sep 2005 – pp. 417-439.

8. Chong E. Managerial competency appraisal: A cross-cultural study of American and East Asian managers // Journal of Business Research - Mar 2008 – pp. 191-200.

9. Coher S., Mohrman A. (1995). Designing Team – Based Organizations – San Francisco: Jossey-Bass.

10. Cronjé J. Using Hofstede’s cultural dimensions to interpret cross-cultural blended teaching and learning // Computers & Education - Apr 2011 – pp. 596-603.

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11. Dickson M., Hartog D., Mitchelson J. Research on leadership in a cross-cultural context: Making progress, and raising new questions // The Leadership Quarterly – Dec. 2003 – pp. 729-768

12. DiStefano J., Maznevski M. Creating value with diverse teams in global management // Organizational Dynamics – Sept. 2000 – pp. 45-63.

13. Duncan P. Contemporary Russian Identity between East and West // The Historical Journal. – Mar 2005 - pp. 277-294.

14. Elenkov D., Judge W., Wright P. Strategic Leadership and Executive Innovation Influ-ence: An International Multi-Cluster Comparative Study // Strategic Management Journal - Jul 2005 - pp. 665-682.

15. Engelen A., Brettel M. Assessing cross-cultural marketing theory and research //

Jour-nal of Business Research - May 2011 – pp. 516-523.

16. Fey C. Opening the black box of motivation: A cross-cultural comparison of Sweden and Russia // International Business Review - Jun 2005 – pp. 345-367.

17. Fey C., Denison D. Organizational Culture and Effectiveness: Can American Theory Be Applied in Russia? // Organization Science – Nov-Dec 2003 - pp. 686-706.

18. Fischer R., Lun V. Measuring Cognition and Motivation across Cultural Groups // Handbook of Motivation and Cognition Across Cultures – 2008 – pp. 565, 567-589. 19. Grachev M., Bobina M. Russian Organizational Leadership: Lessons from the Globe

Study // International Journal of Leadership Studies - Vol. 1, Is. 2, 2006 - pp. 67-79. 20. Guseva, N. (2004). Theoretical and Methodological Approaches of Franco-Russian

Cross-Cultural Research. Proceedings of EMCSR 2004. – Vienna: Vienna University Press.

21. Guseva, N. (2011). Elements of Strategy for Effective Franco-Russian Business Coop-eration: Cross-Cultural Approach. Moscow: HSE Pub.

22. Guseva, N. (ex. Fedotova N.). (2000). Cultural Differences in Business Relations be-tween Europeans and Russians // proceedings of EMCSR 2000. - Vienna: Vienna Uni-versity Press.

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23. Hofstede G. (1995). Motivation, leadership and organization: do American theories apply abroad? // Transnational management: text, cases and readings in cross-border management / Ed. Ch. Bartlett, S. Ghoshal. – Chicago: IRWIN.

24. Hong J., Snell R., Easterby-Smith M. Cross-cultural influences on organizational learn-ing in MNCS: The case of Japanese companies in China // Journal of International Management - Dec 2006 – pp. 408-429.

25. Hoppe M.H. (2007). Culture and leader Effectiveness: The GLOBE Study. Retrieved from http://www.inspireimagineinnovate.com/PDF/GLOBEsummary-by-Michael-H-Hoppe.pdf

26. House, R. & 175 coauthors. (1999). Cultural influences on leadership and organiza-tions: Project GLOBE (pp. 171-233). In Advances in global leadership. - Stamford, CT: JAI Press. - Vol. 1.

27. House, R. et al. (eds.). (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, CA: Sage.

28. Iribarne, (d’) P., Henry A., Segal J.-P., Chevrier S., Globokar T. (1998). Cultures et mondialisation. - Paris: Seuil.

29. Kirkman B., Lowe K., Gibson C. A Quarter Century of "Culture's Consequences": A Re-view of Empirical Research Incorporating Hofstede's Cultural Values Framework // Journal of International Business Studies. - May 2006 - pp. 285-320.

30. Lin Boon Tan B. Researching managerial values: a cross-cultural comparison // Jour-nal of Business Research – Oct 2002 – pp. 815-821.

32. Lutique, G. (Ed.). (2011). Bien communiquer avec interlocuteurs russes. Paris: AFNOR Editions.

34. McCalman J. Lateral hierarchy: The case of cross-cultural management teams // Euro-pean Management Journal - Oct 1996 – pp. 509-517.

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35. Muzychenko O. Cross-cultural entrepreneurial competence in identifying international business opportunities // European Management Journal - Dec 2008 – pp. 366-377. 36. Osman-Gani A., Rockstuhl T. Cross-cultural training, expatriate self-efficacy, and

37. Reisinger Y., Turner L. Cultural analysis: marketing and management implications // Cross-Cultural Behaviour in Tourism – 2003 – pp. 281-319.

38. Schneider S. & Barsoux J.-L. (2003). Management intercultural: 2nd ed. - Paris: Pear-son Education Ltd.

39. Shaw M., Ormston M. Values and vodka: cross-cultural anatomy of an Anglo-Russian educational project // International Journal of Educational Development - Jan 2001 – pp. 119-133.

40. Shimoni B. The representation of cultures in international and cross cultural manage-ment: Hybridizations of management cultures in Thailand and Israel // Journal of In-ternational Management - Mar 2011 – pp. 30-41.

41. Sidorov A., Alexeyeva I., Elena Shklyarik. The Ethical Environment of Russian Business // Business Ethics Quarterly – Oct 2000 - pp. 911-924.

42. Triandis H.C.. Industrial and Organizational Psychology: Cross-cultural approach // International Encyclopedia of the Social & Behavioral Sciences – 2001 – pp. 7316-7320.

43. Triandis, H. (1996). The psychological measurement cultural syndromes (pp. 407-415). American Psychologist. - №51.

44. Usunier J.-C. Language as a resource to assess cross-cultural equivalence in quantita-tive management research // Journal of World Business - Jul 2011 – pp. 314-319. 45. Waldman D., Sully de Luque M., Washburn N. Cultural and Leadership Predictors of

Corporate Social Responsibility Values of Top Management: A GLOBE Study of 15 Countries // Journal of International Business Studies - Nov 2006 - pp. 823-837.

Online sources:

http://www.12manage.com http://www.geert-hofstede.com/

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http://www.7d-culture.nl/

13 Technical Provision

The present course is conducted with the use of following equipment: laptop and projec-tor for lections and group project presentations, a flipchart and markers.

14 Academic integrity

14.1 Each student in this course is expected to abide by the Higher School of Economics’

Academic Honesty Policy. Any work submitted by a student in this course for academic credit will be the student's personal work. For this course, collaboration is allowed in the following instances: group discussion in class, group projects and presentations.

14.2 Students are encouraged to study together and to discuss information and concepts

covered in lecture and the sections with other students. You can give "consulting" help to or receive "consulting" help from such students. However, this permissible cooperation should never involve one student having possession of a copy of all or part of work done by someone else, in the form of an e-mail, an e-mail attachment file, a diskette, or a hard copy. Should copying occur, both the student who copied work from another student and the student who gave material to be copied will automatically receive a zero for the assign-ment. Penalty for violation of this Policy can also be extended to include failure of the course and University disciplinary action.

14.3 During examinations, every student must do his/her own work. Talking or discussing

is not permitted during the examinations, nor may you compare papers, copy from others, or collaborate in any way. Any collaborative behavior during the examinations will result in failure of the exam, and may lead to failure of the course and University disciplinary ac-tion.

15 Accommodation for students with disabilities

The Higher School of Economics is committed to ensuring equal academic opportunities and inclusion for students with disabilities based on the principles of independent living, accessible universal design and diversity. I am available to discuss appropriate academic accommodations that may be required for student with disabilities. Requests for academic accommodations are to be made during the first three weeks of the semester, except for

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unusual circumstances. Students are encouraged to register with Disability Services Center to verify their eligibility for appropriate accommodation.