Syllabus
Registration via LPIS
The course familiarizes students with international dimensions of organizational behaviour. Topics to be covered will be:
- Cultural Complexity of Organizations
- Frameworks of Cross-Cultural Variability of Organizational Behaviour
- Cross-Cultural Variability of Organizational Behaviour
- Multicultural Teams
- Diversity Management
- Global Leadership
- International Assignments
- International Personnel Selection
- International Personnel Development and Training.
This course applies contemporary theory and research in international management to issues arising in organizations from internationalisation and globalisation. The course introduces the major paradigms and contemporary approaches to understanding the relationship between culture and organizational behaviour and its relevance for working across cultures. Special issues relating to intercultural interactions in international organizations and working in a multicultural context are critically reviewed.Students who successfully complete this course will be able to:
- develop an in-depth knowledge about the concept of culture and its theoretical links to organizational behaviour
- learn about relevant dimensions of cross-cultural variability and their relevance for organizational behaviour
- gain an in-depth knowledge about relevant fields of organizational behaviour from an international and intercultural perspective
- competently identify critical issues in looking at research on the international dimensions of organizational behaviour
- improve their skills in reading, writing, arguing and theorizing
- gain practice in presenting and dialoguing about their ideas to others
- be sensitive about cultural differences and appropriate intercultural behaviour in organizational contexts
The course is composed of:
- lectures led by academic staff member introducing basic areas of knowledge
- tasks/short essays to be prepared for the next session either individually or as a group which you will be informed of the week before
- articles to be read before each session according to the attached list of readings
- oral papers by class members dealing with specific topics/articles of relevance
- written papers by students analysing a topic of interest in depth
- group based discussions
Students will be expected to read key references each week with the aim of addressing various questions or issues raised in class. All class members are expected to participate.
Students will be assessed internally. All course work must be completed on time and or by prior arrangement with course coordinator. The following assessment will apply for this course: Class Participation and Preparations (20%): Attendance, active participation, reading; Oral paper and group project (40%): Based on articles/book chapters plus on interactive/creative group task; Essay (40%): Based on 2 articles/book chapters, reflection questions;
For participants of the Cross-Functional Management Program and WU-incomings only
For questions concerning enrolment and waiting lists please contact the Coordinatorof the Cross-Functional Management Programme at cfm@wu.ac.at
All students must attend the first class!
Dr. Katharina Chudzikowski: katharina.chudzikowski@wu.ac.at
For administrative matters and registration please contact cfm@wu.ac.at
| Unit | Date | Contents |
|---|---|---|
| 1 | Frameworks of Cross-cultural Variability, Cultural Values: Focus on two approaches, Geert Hofstede and Shalom Schwartz Smith, P.B., Bond, M.H. & Kagitcibasi, C. (2009). Understanding social psychology across cultures. Living and working in a changing world. Thousand Oaks: Sage. CHAPTER 3: Defining the way forward: Theories and Frameworks: Only focus on approach and criticism of Hofstede as well as on Schwartz: p.30-43 [Oral short Paper I] Schwartz, S. H. (2008). Cultural value orientations: Nature and im-plications of national differences. Moscow: State University-Higher School of Economics Press. [Oral Paper II] Further Reading: Hofstede, G. (2005). Culture’s consequences: Comparing values, behaviors, institutions and organizations across nations. Thousand Oaks: Sage. (Book) Schwartz, S.H. (1994): Beyond Individualism/Collectivism: New Cultural Dimensions of Values. In: U. Kim, H. Triandis, C. Kagitcibasi, S.C. Choi, and G. Yoon (Hrsg.): Individualism and Collectivism: 85-119. Schwartz, S.H. (1999). A theory of cultural values and some implications for work. Applied Psychology: An International Review, 48 (1), 23-47. Schwartz, S.H. (2003). Mapping and interpreting cultural differences around the world. In H. Vinken, J. Soeters & P. Ester (Eds.), Compa-ring cultures, dimensions of culture in a comparative perspective. Leiden: Brill. can, Z. (2000). Cross-cultural industrial and organizational psychology: Contributions, past developments, and future directions. Journal of Cross-Cultural Psychology, 31(1), 110-128.Sackmann, S., Philips, M.E., Kleinberg, J. & Boayacigiller, N.A. (1997). Single and multiple cultures in international cross-cultural management research. In S. Sackmann (Ed.), Cultural complexity in organizations (pp.14-48). Thousand Oaks: Sage Publications. |
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| 2 | Global Leadership, The GLOBE Project Gupta, V., Hanges, P.J., & Dorfman, P. (2002). Cultural clusters: Meth-odology and findings. Journal of World Business, 37, 11-15. Ashkanasy, N.M., Trevor-Roberts, E., & Earnshaw, L. (2002). The Anglo Cluster: Legacy of the British empire. Journal of World Business, 37, 28-39. Szabo, E., Brodbeck, F.C., Den Hartog, D.N., Reber, G., Weibler, J., & Wunderer, R. (2002). The Germanic Europe cluster: Where employees have a voice. Journal of World Business, 37, 55-68. [Oral Paper V] Gupta, V., Surie, G., Javidan, M., & Chhokar, J. (2002), Southern Asia cluster: where the old meets the new? Journal of World Business, 37, 16-27. [Oral Paper VI] Further reading: House. R.J., Hanges, P.J., Javidan, M., Dorfman, P.W. &Gupta, V. (Eds.) (2004). Culture, leadership, and organizations. The GLOBE study of 62 societies. Thousand Oaks: Sage. (Book) Javidan, M. & House, R.J. (2001). Cultural acumen for the global manager: Lessons from project GLOBE. Organizational Dynamics, 29 (4), 289-305. Jesuino, J.C. (2002). Latin Europe cluster: From North to South. Jour-nal of World Business, 37, 81-89. Kabasakal, H. & Bodur, M. (2002). Arabic cluster: A bridge between East and West. Journal of World Business, 37, 40-54 Bakacsi, G., Sándor, T., András, K., & Victor, I. (2002). Eastern European cluster: Tradition and transition. Journal of World Business, 37, 69-80 ousand Oaks: Sage.Schwartz, S.H. (2003). Mapping and interpreting cultural differences around the world. In H. Vinken, J. Soeters & P. Ester (Eds.), Comparing cultures, dimensions of culture in a comparative perspective. Leiden: Brill. |
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| 3 | Working in Multicultural Teams Adler, N. (2002). International dimensions of organizational behavior (4th ed.).Belmont: Wadsworth Publishing. CHAPTER 5: 133-156 DiStefano & Maznevski (2000): Creating Value with Diverse Teams in Global Management. Organizational Dynamics, 29, (1), S. 45-63. Further reading: Earley, C.P. & Mosakowski, E. (2000). Creating hybrid team cultures: An empirical test of transnational team funcitoning. The Academy of Manage-ment Journal, 43 (1), 26-49. Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly, 46, 229-273. Knouse, S. B., & Dansby, M. R. (1999). Percentage of work-group diversity and work-group effectiveness. Academy of Management Review, 21, 463-491. ders and LeadershipThe GLOBE ProjectHouse. R.J., Hanges, P.J., Javidan, M., Dorfman, P.W. &Gupta, V. (Eds.) (2004). Culture, leadership, and organizations. The GLOBE study of 62 societies. Thousand Oaks: Sage. |
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| 4 | Negotiating Globally Adler, N. (2002). International dimensions of organizational behavior (4th ed.).Belmont: Wadsworth Publishing. CHAPTER 7: Negotiating Globally: 208-246 [Oral Paper IX] Tinsley (2001): How Negotiators Get to Yes: Predicting the Constellation of Strategies Used Across Cultures to Negotiate Conflict. Journal of Applied Psychology. 86, (4), S. 583-593. [Oral Paper X] Further reading: Smith, P.B., Bond, M.H. & Kagitcibasi, C. (2009). Understanding social psychology across cultures. Living and working in a changing world. Thou-sand Oaks: Sage. CHAPTER 9: Working together: 173-199 Brett, J. M. 2001. Negotiating globally. How to negotiate deals, resolve dis-putes, and make decisions across cultural boundaries. San Francisco: Jossey-Bass. (Book) Ting-Tomey, S. 2004. Translating conflict face-negotiation theory into practice (Chapter 9). In D. Landis, J. M. Bennett, & M. J. Bennett (Eds.), Handbook of intercultural training, 3rd ed.: 217ff. Thousand Oaks et al.: Sage. |
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| 5 | International Mobility Expatriates Collings, D. G., Scullion, H., & Morley, M. 2007. Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42(2): 198-213. Brookfield, G. R. S. (2010). Global Relocation Trends 2010 Survey Report: Brookfield Global Relocation Services, LLC. Further Reading Harvey, M., & Moeller, M. 2009. Expatriate managers: A historical review. International Journal of Management Reviews, 11(3): 275-296. Morley, M., Heraty, N., & Collings, D. G. (Eds.). 2006. New directions in expatriate research. New York: Palgrave Macmillan. Bonache, J., Brewster, C., & Suutari, V. (2001). Expatriation: A developing research agenda. Thunderbird International Business Review, 43(1), 3-20. Dickmann, M., Doherty, N., Mills, T., & Brewster, C. 2008. Why do they go? Individual and corporate perspectives on the factors influencing the decision to accept an international assignment. The International Journal of Human Resource Management, 19(4): 731-751. Lazarova, M. B., & Cerdin, J.-L. 2007. Revisiting repatriation concerns: organizational support versus career and contextual influences. Journal of International Business Studies, 38: 404-429. |
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| 6 | International careers Welch, D. E., & Worm, V. 2006. International business travellers: A chal-lenge for IHRM. In G. Stahl, & I. Björkman (Eds.), Handbook of Research in International Human Resource Management: 283-301. Cheltenham, UK: Edward Elgar Publishing. Chudzikowski, Katharina, Ogliastri, Enrique, Briscoe, Jon P., Ituma, Afam, Reichel, Astrid, Mayrhofer, Wolfgang, Khapova, Svetlana. 2011. Culture and Context: Understanding Their Influence. In: Careers Around the World: A Global Perspective, Hrsg. Jon P. Briscoe and Douglas (Tim) Hall and Wolfgang Mayrhofer, 147-165. London: Routledge. Further Reading: Brewster, C., & Harris, H. 1999. International HRM: Contemporary issues from Europe. London: Routledge. (Book) Demel, B., & Mayrhofer, W. 2010. Frequent business travellers across Eu-rope. Career aspirations and implications. Thunderbird International Busi-ness Review, 52(4): 301 ff. Morley, M., Heraty, N., & Collings, D. G. (Eds.). 2006. New directions in expatriate research. New York: Palgrave Macmillan. (Book) Bonache, J., Brewster, C., & Suutari, V. 2001. Expatriation: A developing research agenda. Thunderbird International Business Review, 43(1): 3-20 Welch, D. E., Welch, L. S., & Worm, V. 2007. The international business traveller: A neglected but strategic human resource. International Journal of Human Resource Management, 18(2): 173-183. Mayerhofer, H., Hartmann, L. C., & Herbert, A. 2004. Career management issues for flexpatriate staff. Thunderbird International Business Review, 46(6): 647-666. Westman, M., Etzion, D., & Gattenio, E. 2008. International business travels and the work-family interface: A longitudinal study. Journal of Occupational and Organizational Psychology, 81(3): 459-480. |
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