Economia e Management | CROSS CULTURAL MANAGEMENT (ENGLISH)

cod. 0212700103

CROSS CULTURAL MANAGEMENT (ENGLISH)

	0212700103
	DIPARTIMENTO DI SCIENZE AZIENDALI - MANAGEMENT & INNOVATION SYSTEMS

	BUSINESS MANAGEMENT
	2015/2016

CURRICULUM AMMINISTRAZIONE, FINANZA E CONTROLLO

	YEAR OF COURSE 2
	YEAR OF DIDACTIC SYSTEM 2014
	SECONDO SEMESTRE

TEACHING UNITS

	SSD	CFU	HOURS	ACTIVITY	TYPE OF ACTIVITY
	SECS-P/08	10	30	LESSONS	OPTIONAL SUBJECTS

	Objectives
	IN RECENT DECADES, THE GROWING INTERNATIONALIZATION OF THE ECONOMY AND THE GLOBALIZATION OF COMPETITION HAS GENERATED A STRONG INTEREST IN RESEARCH IN THE FIELD OF INTERNATIONAL MANAGEMENT AND, IN PARTICULAR, IN THE COMPARISON OF MANAGERIAL PRACTICES BETWEEN DIFFERENT CULTURES AND NATIONS (WERNER, 2002; TSUI ET AL., 2007). RECENT STUDIES HIGHLIGHT THE IMPACT OF THE COURSES OF CROSS-CULTURAL MANAGEMENT ON CULTURAL INTELLIGENCE (CQ) THAT THE SKILLS AND COMPETENCIES THAT ALLOW YOU TO EFFECTIVELY MANAGE THE INTERACTION IN CROSS-CULTURAL SITUATIONS (EISENBERG ET AL., 2013). THE AIM OF THE COURSE IS, IN GENERAL, TO INCREASE THE AWARENESS OF NECESSARY EQUIPMENT OF KNOWLEDGE IN THIS AREA AND, MORE SPECIFICALLY, TO INCREASE STUDENTS' CULTURAL INTELLIGENCE.

IN RECENT DECADES, THE GROWING INTERNATIONALIZATION OF THE ECONOMY AND THE GLOBALIZATION OF COMPETITION HAS GENERATED A STRONG INTEREST IN RESEARCH IN THE FIELD OF INTERNATIONAL MANAGEMENT AND, IN PARTICULAR, IN THE COMPARISON OF MANAGERIAL PRACTICES BETWEEN DIFFERENT CULTURES AND NATIONS (WERNER, 2002; TSUI ET AL., 2007).
RECENT STUDIES HIGHLIGHT THE IMPACT OF THE COURSES OF CROSS-CULTURAL MANAGEMENT ON CULTURAL INTELLIGENCE (CQ) THAT THE SKILLS AND COMPETENCIES THAT ALLOW YOU TO EFFECTIVELY MANAGE THE INTERACTION IN CROSS-CULTURAL SITUATIONS (EISENBERG ET AL., 2013).
THE AIM OF THE COURSE IS, IN GENERAL, TO INCREASE THE AWARENESS OF NECESSARY EQUIPMENT OF KNOWLEDGE IN THIS AREA AND, MORE SPECIFICALLY, TO INCREASE STUDENTS' CULTURAL INTELLIGENCE.

	Prerequisites
	IT IS CONSIDERED A PREREQUISITE (OPTIONAL) HAVE SUCCESSFULLY COMPLETED THE COURSE IN ECONOMICS AND BUSINESS MANAGEMENT.

	Contents
	THE COURSE IS DIVIDED INTO THREE PARTS. THE FIRST PART LAYS THE FOUNDATIONS OF CROSS-CULTURAL MANAGEMENT. IT HIGHLIGHTS THE HISTORICAL EVOLUTION, HIGHLIGHTING ALSO THE RENEWED IMPORTANCE THAT FLOWS FROM THE RECENT INTERNATIONALIZATION OF THE ECONOMY AND THE GROWING GLOBALIZATION OF MARKETS AND STRATEGIC BEHAVIOR OF FIRMS (10 HOURS). THE SECOND PART IS TO DECLINE THE IMPORTANCE OF CROSS-CULTURAL MANAGEMENT THROUGH THE ANALYSIS OF DETECTABLE CROSS-CULTURAL CONCERNS IN RELATION TO THE FOLLOWING ISSUES: THE FORMULATION OF INTERNATIONAL STRATEGIES AND THE GOVERNMENT OF STRATEGIC ALLIANCES ACROSS THE BORDER, THE EFFECTIVENESS OF THE PROCESSES OF CROSS-CULTURAL NEGOTIATION, THE INFLUENCE OF CULTURE ON THE PROCESSES OF INNOVATION IN ENTERPRISES, THE CULTURAL INTELLIGENCE'S COMPOSITION AND THE CROSS-CULTURAL TRAINING (12 HOURS). THE THIRD PART FOCUSES ON THE SKILLS OF THE GLOBAL LEADER. IT FOCUSED ON THE CULTURAL DIMENSIONS BASED ON "READING" THE FIRMS BEHAVIOR LOCATED IN DIFFERENT COUNTRIES, IT WILL ALSO RESORT TO VARIOUS INFORMATION SOURCES FOR THE ANALYSIS OF CROSS-CULTURAL ISSUES FROM THE POINT IN PRACTICAL TERMS (8 HOURS).

Contents

THE COURSE IS DIVIDED INTO THREE PARTS.
THE FIRST PART LAYS THE FOUNDATIONS OF CROSS-CULTURAL MANAGEMENT. IT HIGHLIGHTS THE HISTORICAL EVOLUTION, HIGHLIGHTING ALSO THE RENEWED IMPORTANCE THAT FLOWS FROM THE RECENT INTERNATIONALIZATION OF THE ECONOMY AND THE GROWING GLOBALIZATION OF MARKETS AND STRATEGIC BEHAVIOR OF FIRMS (10 HOURS).
THE SECOND PART IS TO DECLINE THE IMPORTANCE OF CROSS-CULTURAL MANAGEMENT THROUGH THE ANALYSIS OF DETECTABLE CROSS-CULTURAL CONCERNS IN RELATION TO THE FOLLOWING ISSUES: THE FORMULATION OF INTERNATIONAL STRATEGIES AND THE GOVERNMENT OF STRATEGIC ALLIANCES ACROSS THE BORDER, THE EFFECTIVENESS OF THE PROCESSES OF CROSS-CULTURAL NEGOTIATION, THE INFLUENCE OF CULTURE ON THE PROCESSES OF INNOVATION IN ENTERPRISES, THE CULTURAL INTELLIGENCE'S COMPOSITION AND THE CROSS-CULTURAL TRAINING (12 HOURS).
THE THIRD PART FOCUSES ON THE SKILLS OF THE GLOBAL LEADER. IT FOCUSED ON THE CULTURAL DIMENSIONS BASED ON "READING" THE FIRMS BEHAVIOR LOCATED IN DIFFERENT COUNTRIES, IT WILL ALSO RESORT TO VARIOUS INFORMATION SOURCES FOR THE ANALYSIS OF CROSS-CULTURAL ISSUES FROM THE POINT IN PRACTICAL TERMS (8 HOURS).

	Teaching Methods
	LECTURES AND INTERACTIVE WORK SESSIONS. GROUPS WORKING ON CULTURAL CLUSTER.

	Verification of learning
	THE FINAL GRADE CONSISTS OF: -AN ORAL EXAMINATION (60%) -AN INDIVIDUAL REPORT ON X-CULTURE PROJECT (40%) THE MATERIAL FOR THE EXAM IS BASED ON THE LITERATURE INDICATED IN THE PROGRAM, TEACHING MATERIAL USED IN CLASS, CASES AND PRESENTATIONS. THE EXAM CAN BE IN ENGLISH.

	Texts
	CAPALDO A., DELLA PIANA B., MONTELEONE M., SERGI B., 2012. CROSS-CULTURAL MANAGEMENT: A MOSAIC OF WORDS AND CONCEPTS, MCGRAWHILL, PP. 1-170. ISBN: 9788838690693. RICART, J.E., ENRIGHT, M.J., GHEMAWAT, P., HART, S.L., KHANNA, T., 2004. “NEW FRONTIERS IN INTERNATIONAL STRATEGY”, JOURNAL OF INTERNATIONAL BUSINESS STUDIES, VOL. 35, 175–200. YU, T., SUBRAMANIAM, M., CANNELLA, A.A., 2013. “COMPETING GLOBALLY, ALLYING LOCALLY: ALLIANCES BETWEEN GLOBAL RIVALS AND HOST-COUNTRY FACTORS”, JOURNAL OF INTERNATIONAL BUSINESS STUDIES VOL. 44, 117-137. DELLA PIANA, B., TESTA, M., 2009. “L’EFFICACIA DEI PROCESSI DI NEGOZIAZIONE CROSS-CULTURAL NEI BUSINESS INTERNAZIONALI”, SVILUPPO & ORGANIZZAZIONE VOL. 235, 40-59. VECCHI, A., BRENNAN, L., 2009. “A CULTURAL PERSPECTIVE OF INNOVATION”. RESEARCH IN INTERNATIONAL BUSINESS AND FINANCE, VOL. 23, NO. 2: 181-192. CERRATO, D., 2009. “DOES INNOVATION LEAD TO GLOBAL ORIENTATION? EMPIRICAL EVIDENCE FROM A SAMPLE OF ITALIAN FIRMS”, EUROPEAN MANAGEMENT JOURNAL, VOL. 27: 305– 315. EARLEY, P. C., MOSAKOWSKI, E., 2004. “CULTURAL INTELLIGENCE”, HARVARD BUSINESS REVIEW, VOL.1, PP. 1-8. LITTRELL, L.N., SALAS, E., 2005. “A REVIEW OF CROSS-CULTURAL TRAINING: BEST PRACTICES, GUIDELINES, AND RESEARCH NEEDS”, HUMAN RESOURCE DEVELOPMENT REVIEW, VOL. 4, NO. 3, PP. 305-334. ALON, I., HIGGINS, J.M., 2005. GLOBAL LEADERSHIP SUCCESS THROUGH EMOTIONAL AND CULTURAL INTELLIGENCES, BUSINESS HORIZONS, VOL. 48, PP. 501-512. HOUSE, R., JAVIDAN, M., HANGES, P., DORFMAN, P. (2002), “UNDERSTANDING CULTURES AND IMPLICIT LEADERSHIP THEORIES ACROSS THE GLOBE: AN INTRODUCTION TO PROJECT GLOBE”, JOURNAL OF WORLD BUSINESS, VOL. 37, ISSUE 1, PP. 3–10.

Texts

CAPALDO A., DELLA PIANA B., MONTELEONE M., SERGI B., 2012. CROSS-CULTURAL MANAGEMENT: A MOSAIC OF WORDS AND CONCEPTS, MCGRAWHILL, PP. 1-170. ISBN: 9788838690693.
RICART, J.E., ENRIGHT, M.J., GHEMAWAT, P., HART, S.L., KHANNA, T., 2004. “NEW FRONTIERS IN INTERNATIONAL STRATEGY”, JOURNAL OF INTERNATIONAL BUSINESS STUDIES, VOL. 35, 175–200.
YU, T., SUBRAMANIAM, M., CANNELLA, A.A., 2013. “COMPETING GLOBALLY, ALLYING LOCALLY: ALLIANCES BETWEEN GLOBAL RIVALS AND HOST-COUNTRY FACTORS”, JOURNAL OF INTERNATIONAL BUSINESS STUDIES VOL. 44, 117-137.
DELLA PIANA, B., TESTA, M., 2009. “L’EFFICACIA DEI PROCESSI DI NEGOZIAZIONE CROSS-CULTURAL NEI BUSINESS INTERNAZIONALI”, SVILUPPO & ORGANIZZAZIONE VOL. 235, 40-59.
VECCHI, A., BRENNAN, L., 2009. “A CULTURAL PERSPECTIVE OF INNOVATION”. RESEARCH IN INTERNATIONAL BUSINESS AND FINANCE, VOL. 23, NO. 2: 181-192.
CERRATO, D., 2009. “DOES INNOVATION LEAD TO GLOBAL ORIENTATION? EMPIRICAL EVIDENCE FROM A SAMPLE OF ITALIAN FIRMS”, EUROPEAN MANAGEMENT JOURNAL, VOL. 27: 305– 315.
EARLEY, P. C., MOSAKOWSKI, E., 2004. “CULTURAL INTELLIGENCE”, HARVARD BUSINESS REVIEW, VOL.1, PP. 1-8.
LITTRELL, L.N., SALAS, E., 2005. “A REVIEW OF CROSS-CULTURAL TRAINING: BEST PRACTICES, GUIDELINES, AND RESEARCH NEEDS”, HUMAN RESOURCE DEVELOPMENT REVIEW, VOL. 4, NO. 3, PP. 305-334.
ALON, I., HIGGINS, J.M., 2005. GLOBAL LEADERSHIP SUCCESS THROUGH EMOTIONAL AND CULTURAL INTELLIGENCES, BUSINESS HORIZONS, VOL. 48, PP. 501-512.
HOUSE, R., JAVIDAN, M., HANGES, P., DORFMAN, P. (2002), “UNDERSTANDING CULTURES AND IMPLICIT LEADERSHIP THEORIES ACROSS THE GLOBE: AN INTRODUCTION TO PROJECT GLOBE”, JOURNAL OF WORLD BUSINESS, VOL. 37, ISSUE 1, PP. 3–10.

	More Information
	X-CULTURE IS A GREAT OPPORTUNITY TO GAIN INTERNATIONAL COLLABORATION EXPERIENCE AND EXPAND YOUR PROFESSIONAL AND PERSONAL NETWORK. TYPES OF X-CULTURE TRAINEES AFFILIATED STUDENTS: MOST X-CULTURE TRAINEES ARE STUDENTS WHO TAKE A COURSE AT THEIR UNIVERSITY WHERE X-CULTURE IS A REQUIRED OR OPTIONAL PART OF THE COURSE. THESE TRAINEES TO NOT NEED TO SUBMIT INDIVIDUAL X-CULTURE APPLICATIONS AND PAY THE PARTICIPATION FEE - THE APPLICATION AND THE PARTICIPATION FEE WILL BE COVERED BY THEIR COURSE INSTRUCTOR. UNAFFILIATED PROFESSIONALS: A SIZABLE PORTION OF X-CULTURE TRAINEES ARE PROFESSIONALS SEEKING TO GAIN INTERNATIONAL PROJECT MANAGEMENT SKILLS AND OBTAIN THE X-CULTURE GLOBAL COLLABORATION CERTIFICATE. TRAINEES OF THIS TYPE ARE USUALLY EMPLOYED PROFESSIONALS. HOWEVER, SOME ARE STUDENTS AT UNIVERSITIES THAT DO NOT OFFER X-CULTURE TRAINING. UNAFFILIATED PROFESSIONALS NEED TO SUBMIT THEIR INDIVIDUAL APPLICATIONS DIRECTLY TO X-CULTURE. PARTICIPATION IN X-CULTURE REQUIRES A CONSIDERABLE INVESTMENT OF TIME AND RESOURCES. OUR TRAINEES COME FROM LEADING UNIVERSITIES AND COMPANIES AROUND THE WORLD AND THEY HAVE VERY HIGH EXPECTATIONS FOR THEIR TEAMMATES. X-CULTURE STUDENTS MOST X-CULTURE TRAINEES ARE STUDENTS WHO TAKE A COURSE AT THEIR UNIVERSITY WHERE X-CULTURE IS A REQUIRED OR OPTIONAL PART OF THE COURSE. THESE TRAINEES TO NOT NEED TO SUBMIT INDIVIDUAL X-CULTURE APPLICATIONS AND PAY THE PARTICIPATION FEE -THE APPLICATION AND THE PARTICIPATION FEE WILL BE COVERED BY THEIR COURSE INSTRUCTOR. TO ENSURE ALL STUDENTS COME IN PREPARED, BEFORE PLACED ON TEAMS, EACH STUDENT MUST COMPLETE THE PRE-PROJECT TRAINING AND PASS A READINESS TEST. THE PRE-PROJECT TRAINING MODULE CONSISTS OF A TEXT DOCUMENT WITH SCREEN SHOTS AND VISUALS AND LINKS TO ONLINE VIDEOS. ABOUT FOUR DAYS BEFORE THE OFFICIAL PROJECT START, YOU WILL RECEIVE AN EMAIL WITH YOUR PERSONALIZED LINK TO THE X-CULTURE READINESS TEST. ONLY AFTER YOU SUCCESSFULLY COMPLETE THE TRAINING TEST WILL YOU BE PLACED ON A TEAM AND CAN START WORKING ON THE PROJECT. TEAM: YOU WILL BE WORKING WITH STUDENTS FROM OTHER COUNTRIES IN A GLOBAL VIRTUAL TEAM (GVT) OVER THE PERIOD OF ABOUT TWO MONTHS. THE NAMES AND CONTACTS OF YOUR TEAM MEMBERS WILL BE EMAILED TO YOU ON THE DAY OF THE PROJECT START. EACH TEAM WILL BE COMPRISED OF 5-7 STUDENTS FROM DIFFERENT COUNTRIES. TASK: THE TASK IS TO DEVELOP AN ECONOMICALLY VIABLE INTERNATIONAL BUSINESS PROPOSAL FOR A COMPANY OF YOUR TEAM’S CHOICE. THE DETAILED OF THE PROPOSAL MUST BE PROVIDED IN A TEAM REPORT FOLLOWING THE REPORT OUTLINE PROVIDED BELOW. COMMUNICATION AND COORDINATION: IT IS UP TO THE TEAMS TO DECIDE ON TEAM LEADERSHIP, COMMUNICATION MODE, WORKLOAD DISTRIBUTION AND COORDINATION. GOOGLE DOCS, GOOGLE+, DROPBOX, FACEBOOK, DOODLE AND MORE: THE TEAM CAN CHOOSE TO USE ANY OR NONE OF THESE TOOLS, OR ANY OTHER ONLINE COLLABORATION TOOLS. AWARDS :PARTICIPANTS WHO SUCCESSFULLY COMPLETE THE PROJECT WILL RECEIVE X-CULTURE GLOBAL COLLABORATION CERTIFICATES.

More Information

X-CULTURE IS A GREAT OPPORTUNITY TO GAIN INTERNATIONAL COLLABORATION EXPERIENCE AND EXPAND YOUR PROFESSIONAL AND PERSONAL NETWORK.
TYPES OF X-CULTURE TRAINEES
AFFILIATED STUDENTS: MOST X-CULTURE TRAINEES ARE STUDENTS WHO TAKE A COURSE AT THEIR UNIVERSITY WHERE X-CULTURE IS A REQUIRED OR OPTIONAL PART OF THE COURSE. THESE TRAINEES TO NOT NEED TO SUBMIT INDIVIDUAL X-CULTURE APPLICATIONS AND PAY THE PARTICIPATION FEE - THE APPLICATION AND THE PARTICIPATION FEE WILL BE COVERED BY THEIR COURSE INSTRUCTOR.
UNAFFILIATED PROFESSIONALS: A SIZABLE PORTION OF X-CULTURE TRAINEES ARE PROFESSIONALS SEEKING TO GAIN INTERNATIONAL PROJECT MANAGEMENT SKILLS AND OBTAIN THE X-CULTURE GLOBAL COLLABORATION CERTIFICATE. TRAINEES OF THIS TYPE ARE USUALLY EMPLOYED PROFESSIONALS. HOWEVER, SOME ARE STUDENTS AT UNIVERSITIES THAT DO NOT OFFER X-CULTURE TRAINING. UNAFFILIATED PROFESSIONALS NEED TO SUBMIT THEIR INDIVIDUAL APPLICATIONS DIRECTLY TO X-CULTURE.
PARTICIPATION IN X-CULTURE REQUIRES A CONSIDERABLE INVESTMENT OF TIME AND RESOURCES. OUR TRAINEES COME FROM LEADING UNIVERSITIES AND COMPANIES AROUND THE WORLD AND THEY HAVE VERY HIGH EXPECTATIONS FOR THEIR TEAMMATES.
X-CULTURE STUDENTS
MOST X-CULTURE TRAINEES ARE STUDENTS WHO TAKE A COURSE AT THEIR UNIVERSITY WHERE X-CULTURE IS A REQUIRED OR OPTIONAL PART OF THE COURSE. THESE TRAINEES TO NOT NEED TO SUBMIT INDIVIDUAL X-CULTURE APPLICATIONS AND PAY THE PARTICIPATION FEE -THE APPLICATION AND THE PARTICIPATION FEE WILL BE COVERED BY THEIR COURSE INSTRUCTOR.
TO ENSURE ALL STUDENTS COME IN PREPARED, BEFORE PLACED ON TEAMS, EACH STUDENT MUST COMPLETE THE PRE-PROJECT TRAINING AND PASS A READINESS TEST.
THE PRE-PROJECT TRAINING MODULE CONSISTS OF A TEXT DOCUMENT WITH SCREEN SHOTS AND VISUALS AND LINKS TO ONLINE VIDEOS. ABOUT FOUR DAYS BEFORE THE OFFICIAL PROJECT START, YOU WILL RECEIVE AN EMAIL WITH YOUR PERSONALIZED LINK TO THE X-CULTURE READINESS TEST. ONLY AFTER YOU SUCCESSFULLY COMPLETE THE TRAINING TEST WILL YOU BE PLACED ON A TEAM AND CAN START WORKING ON THE PROJECT.
TEAM: YOU WILL BE WORKING WITH STUDENTS FROM OTHER COUNTRIES IN A GLOBAL VIRTUAL TEAM (GVT) OVER THE PERIOD OF ABOUT TWO MONTHS. THE NAMES AND CONTACTS OF YOUR TEAM MEMBERS WILL BE EMAILED TO YOU ON THE DAY OF THE PROJECT START. EACH TEAM WILL BE COMPRISED OF 5-7 STUDENTS FROM DIFFERENT COUNTRIES.
TASK: THE TASK IS TO DEVELOP AN ECONOMICALLY VIABLE INTERNATIONAL BUSINESS PROPOSAL FOR A COMPANY OF YOUR TEAM’S CHOICE. THE DETAILED OF THE PROPOSAL MUST BE PROVIDED IN A TEAM REPORT FOLLOWING THE REPORT OUTLINE PROVIDED BELOW.
COMMUNICATION AND COORDINATION: IT IS UP TO THE TEAMS TO DECIDE ON TEAM LEADERSHIP, COMMUNICATION MODE, WORKLOAD DISTRIBUTION AND COORDINATION. GOOGLE DOCS, GOOGLE+, DROPBOX, FACEBOOK, DOODLE AND MORE: THE TEAM CAN CHOOSE TO USE ANY OR NONE OF THESE TOOLS, OR ANY OTHER ONLINE COLLABORATION TOOLS.
AWARDS :PARTICIPANTS WHO SUCCESSFULLY COMPLETE THE PROJECT WILL RECEIVE X-CULTURE GLOBAL COLLABORATION CERTIFICATES.

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