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Department of Financial & Management Studies (DeFiMS)

Cross-cultural management

Course Code:
15PFMC076
Unit value:
0.5
Taught in:
Term 2

In general, the course aims to develop an understanding of how cultural factors can influence management decision-making, develop skills in identifying when culture is an influence in any one event (and when not) and in responding appropriately when culture is an influence. The course examines a range of business environments which influence management decision-making and, in particular, examines factors associated with culture. Comparative models of culture are introduced and their values to managers discussed. The body of the course examines how culture influences the design and implementation of a range of management systems, and discusses the problems faced by organisations working together when these internal systems reflect different cultural values. Topics are illustrated with examples from Asian cultures.

Objectives and learning outcomes of the course

In general, the course aims to:

  • develop an understanding of how cultural factors can influence management decision-making;
  • develop skills in identifying when culture is an influence in any one event, and when not;
  • responding appropriately when culture is an influence

The course examines a range of business environments which influence management decision-making, and in particular examines factors associated with culture.  Comparative models of culture are introduced and their values to managers discussed.  The body of the course examines how culture influences the design and implementation of a range of management systems, and discusses the problems faced by organisations working together when these internal systems reflect different cultural values.  Topics are illustrated with examples from Asian cultures.

Method of assessment

Assessment for this course is by one tutorial presentation at 10%; an essay of 4,000 words at 30%; an unseen written examination at 60% of the total grade; all elements except the presentation may be resubmitted.

Suggested reading

Set Textbooks
  • Mead, R. & Andrews, T. (2009) International Management (fourth ed.) Wiley.
Advised Textbooks
  • Chen, M. (1995) Asian Management Systems. London: Routledge.
  • Limlingen, V.S. (1994) The Overseas Chinese in ASEAN: Business Management and Practices. De La Salle University Press.
  • Gannon, MJ and Newman, KL (2002) Handbook of Cross-Cultural Management. Blackwell.
  • Luo, Yadong (2000) Guanxi and Business. Singapore: World Scientific Publishing.
Advised Papers
  • A study pack comprising a number of these papers and others will be provided, along with a more extensive reading list.
  • Allinson, C. and J. Hayes (2000) ‘Cross-national differences in cognitive style: implications for management’, The International Journal of Human Resource Management. 11/1: 161–70.
  • Fukuyama, F. (1998) ‘Asian Values and the Asian Crisis’, Commentary. http:/www.commentarymagazine.com/9802/fukuyama.html.
  • Bu, N, Peng, T and Craig, T (2001) ‘Employee reactions to supervisory direction in four types of firms in Taiwan: the effects of company policy, peer consensus and independent assessment.’ Asia Pacific Journal of Management. 18: 45-67.
  • Merritt, AC (1999) Replicating Hofstede: A study of pilots in eighteen countries.
  • Lewis, D (1998) ‘How useful a concept is organisational change?’ Strategic Change. 7/5: 251-260.
  • Cohen, R (2001) ‘Resolving conflict across languages.’ Negotiation Journal. January: 17-34.
  • Sriramesh, K and Kim, Y (1999) ‘Public relations in three Asian cultures: an analysis.’ Journal of Public Relations Research. 11/4: 271-292.