Economia e Management | CROSS CULTURAL COMPETENCE

cod. 0212700144

CROSS CULTURAL COMPETENCE

	0212700144
	DIPARTIMENTO DI SCIENZE AZIENDALI - MANAGEMENT & INNOVATION SYSTEMS
	EQF6
	BUSINESS MANAGEMENT
	2017/2018

CURRICULUM AMMINISTRAZIONE, FINANZA E CONTROLLO

	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
	THE COURSE AIMS TO PROVIDE STUDENTS WITH AN ENDOWMENT OF KNOWLEDGE RELATED TO THE ANALYSIS OF CULTURAL VARIABLES, AS WELL AS ECONOMIC AND SOCIAL, THAT HAVE AN IMPACT ON INDIVIDUAL AND ORGANIZATIONAL BEHAVIOR. IT ALSO AIMS TO DEVELOP SKILLS NECESSARY FOR UNDERSTANDING THE PROBLEMS OF INTERACTION BETWEEN DIFFERENT CULTURES WITHIN AN ORGANIZATION OR BETWEEN ORGANIZATIONS OF DIFFERENT NATIONALITIES, FOR MANAGING GLOBAL VIRTUAL TEAMS. THIS COURSE WILL PLACE GREATER EMPHASIS ON THE HUMAN SKILLS REQUIRED TO DEAL WITH THE DIVERSITY INHERENT IN GLOBAL TEAMS.

THE COURSE AIMS TO PROVIDE STUDENTS WITH AN ENDOWMENT OF KNOWLEDGE RELATED TO THE ANALYSIS OF CULTURAL VARIABLES, AS WELL AS ECONOMIC AND SOCIAL, THAT HAVE AN IMPACT ON INDIVIDUAL AND ORGANIZATIONAL BEHAVIOR. IT ALSO AIMS TO DEVELOP SKILLS NECESSARY FOR UNDERSTANDING THE PROBLEMS OF INTERACTION BETWEEN DIFFERENT CULTURES WITHIN AN ORGANIZATION OR BETWEEN ORGANIZATIONS OF DIFFERENT NATIONALITIES, FOR MANAGING GLOBAL VIRTUAL TEAMS. THIS COURSE WILL PLACE GREATER EMPHASIS ON THE HUMAN SKILLS REQUIRED TO DEAL WITH THE DIVERSITY INHERENT IN GLOBAL TEAMS.

	Prerequisites
	THERE ARE NO PRECONDITIONS.

	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. 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 AT FIRM AND COUNTRY LEVEL, THE CULTURAL INTELLIGENCE'S COMPOSITION, THE MANAGEMENT OF DIVERSITY IN GLOBAL VIRTUAL TEAMS AND THE CROSS-CULTURAL TRAINING. 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.

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.
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 AT FIRM AND COUNTRY LEVEL, THE CULTURAL INTELLIGENCE'S COMPOSITION, THE MANAGEMENT OF DIVERSITY IN GLOBAL VIRTUAL TEAMS AND THE CROSS-CULTURAL TRAINING.
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.

	Teaching Methods
	LECTURES, INTERACTIVE AND PRACTICAL LESSONS, GROUP WORK BASED ON CULTURAL CLUSTER.

	Verification of learning
	ORAL EXAM

	Texts
	SECTION I 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. (ESCLUSO CAPITOLO 4) SECTION II 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. SECTION III 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

SECTION I
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. (ESCLUSO CAPITOLO 4)
SECTION II
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.
SECTION III
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.