SOAS University of London

School of Finance and Management

Cross-cultural management

Module Code:
15PFMC076
Credits:
15
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 module

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.

Workload

Lectures
This module consists of a 1-hour weekly lecture over 10 weeks of term plus a revision lecture in term 3 as preparation for the final examination. Students will be supplied with a syllabus with a breakdown week by week of required and additional reading. Reading materials are usually accessed electronically from the BLE and students should come to class prepared.

Tutorials
This module also has a weekly 1-hour tutorial where the questions posed by the tutor relevant to the lecture are explored and discussed by the students. Students also prepare and deliver a short presentation.

Total Work load:
Students on this module will have 2 taught hours each week. Additionally, adequate personal study time should be allocated for reading and class preparation.

Method of assessment

Assessment for this module is in three elements:

  1. One tutorial presentation at 10%
  2. One essay of 2,500 words at 30%
  3. One unseen 2-hour written examination at 60%

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.

Disclaimer

Important notice regarding changes to programmes and modules