Introductory description

This module, Management across Cultures, explores the challenges of intercultural communication in specific business functional areas, and develops a working knowledge of management practices and responses in international enterprises.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

• Varieties of Capitalism and International enterprises
• HRM practices of international enterprises
• Teams and intercultural collaboration
• Culture and decision making
• Culture and change management
• R&D, Technology and Innovation across cultures
• Finance across cultures
• Outsourcing and Offshoring
• Corporate Social Responsibility across cultures

Learning outcomes

By the end of the module, students should be able to:

• By the end of the module the student should be able to demonstrate an understanding of the HRM Practices of global firms and the factors that influence effective practice, and to demonstrate an in-depth understanding of, and be able to apply concepts and skills relevant to the intercultural challenges of managing / working in international operations.

Indicative reading list

Rugman, A. M. and Collinson, S. (2009) International Business (5th edn.). Financial Times. Pearson Education, Prentice Hall. Harlow.
Bartlett, C. A.. Ghoshal, S. and Birkinshaw, J (eds.) (2008) Transnational Management: Text, Cases and Readings in Cross-Border Management (5th edn.) Irwin McGraw-Hill.
Chhokar, J.S., Brodbeck, F.C. and House, R.J. (eds) (2007) Culture and Leadership Across the World: The GLOBE Book of In-depth Studies of 25 Societies. Hove: Psychology Press.
Keegan, W.J. (2002). Global Marketing Management (7th edn), New Jersey s. Prentice-Hall
Mead. R. and Andrews, T. G. (2009) International Management: Cultural and Beyond, John Wiley & Sons
Rugman, A. M. and Brewer, T. L. (eds.) (2001) The Oxford Handbook of International Business, Oxford University Press
Morley, Michael J. Gunnigle. Patrick and Collings, David G (eds), (2006) Global Industrial Relations, London: Routledge.
Specific articles and Cases will be included, e.g.
Krishna, S., Sahay, S. and Walsham, G. (2004) Managing cross-cultural issues in
global software outsourcing, Communications of the ACM. 47(4): 62-66.

International

This module requires students from diverse backgrounds to work together towards a common goal. By doing so they do not only draw on their knowledge obtained in the module, but also engage in intercultural communication. Developing solutions together for problems of international nature is a core theme of this module. The group project emulates a real-life scenario of working in an internationalising organisations offering international management advice. Understanding, analysing and interpreting how individuals behave in organisations is a main element of this module and enables students to provide their personal insights into this matter in class. Students learn to critically engage and articulate challenges faced in a VUCA world.

Subject specific skills

Connect theoretical work with application to intercultural management problems

Transferable skills

• Read, analyze, and compare different theoretical perspectives on international and intercultural themes.
• perform in-depth analysis of case studies and academic literature
• show critical analytical skills in interpreting international business intercultural issues
• develop the ability to define, frame and propose solutions to organisational intercultural challenges