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Course Syllabus

Master 2021/2022

Cross-Cultural Management

Type: Elective course (HR Analytics)
Area of studies: Management
Delivered by: Department of Strategic and International Management
Where: Graduate School of Business
When: 2 year, 1, 2 module
Mode of studies: offline
Open to: students of one campus
Instructors: Natalya I. Guseva
Master’s programme: HR Analytics
Language: English
ECTS credits: 4
Contact hours: 32

Course Syllabus

Full 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

  • Cultural intelligence necessary for global managers
  • Developing skills in communication, team-building, motivation leadership and negotiation in multicultural environment
  • Is able to employ social and multicultural differences in order to solve problems in his/her professional and social activities
  • Knowledge of practical applicability of foreign experience in cross-cultural management
  • 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
  • Understanding the modern interpretation of the national culture and impact of culture to the major management process
Course Contents

Course Contents

  • Section 1. Culture (Definitions, Levels and Characteristics)
  • Section 2. Managerial Studies on Culture (Hofstede, Trompenaars, Hall)
  • Section 3. Personality and Culture. Communication and Culture
  • Section 4. Multicultural Teamwork
  • Section 5. Leadership and Culture
  • Section 6. Negotiations and Culture. Conflict Behaviour and Culture
  • Section 7. Motivation and Culture
  • Section 8. Creation of Cultural Synergy and Multicultural Teamwork
Assessment Elements

Assessment Elements

  • non-blocking Case Peter Windermire
  • non-blocking Individual project
  • non-blocking Team project “Synergetic Teamwork”
  • 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

  • 2021/2022 2nd module
    0.18 * Individual project + 0.18 * Team project “Synergetic Teamwork” + 0.4 * Exam + 0.12 * Class’ work participation + 0.12 * Case Peter Windermire
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
  • 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

Authors

  • GUSEVA NATALYA IGOREVNA