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Article
Publication date: 12 March 2018

Lan He and Ersi Liu

The purpose of this paper is to identify the influence of cultural differences on the design and management of two franchise programs and one joint degree program run by a Chinese…

Abstract

Purpose

The purpose of this paper is to identify the influence of cultural differences on the design and management of two franchise programs and one joint degree program run by a Chinese university in partnership with a British university and a French university. The cross-cultural challenges and the differences in the strategies taken by the managers in both types of program to deal with such challenges are analyzed. The frameworks for such strategies are also proposed.

Design/methodology/approach

A case study approach was used for the analysis. Participatory observation and interview were adopted to collect information in combination with the written reports on the programs. The interviewees included managers, faculty members, and students. Thematic analysis was conducted to find out the common themes from the coded data.

Findings

For franchise programs, the British university takes a “collaborating” strategy focusing on globalization, which is combined with the “compromising” strategy of the Chinese partner university focusing on localization. Both parties keep their different styles of management and combine them into one new management mode. By contrast, in the joint degree program, the French management mode can be described as a “collaborating” strategy toward the management of the Chinese students and curriculum, while the Chinese managers are seeking to progressively “accommodate” the needs of the French students.

Originality/value

Few studies in the current literature are targeted at the cultural influences on the design and management of transnational higher education (TNHE) programs as well as the proper management strategies to deal with such cultural differences. The result of this study will provide useful advice for researchers and practitioners in cross-cultural management of TNHE programs.

Details

International Journal of Educational Management, vol. 32 no. 2
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 6 February 2017

Joerg Dietz, Stacey R. Fitzsimmons, Zeynep Aycan, Anne Marie Francesco, Karsten Jonsen, Joyce Osland, Sonja A. Sackmann, Hyun-Jung Lee and Nakiye A. Boyacigiller

Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity…

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Abstract

Purpose

Graduates of cross-cultural management (CCM) courses should be capable of both tackling international and cross-cultural situations and creating positive value from the diversity inherent in these situations. Such value creation is challenging because these situations are typically complex due to differences in cultural values, traditions, social practices, and institutions, such as legal rules, coupled with variation in, for example, wealth and civil rights among stakeholders. The paper aims to discuss these issues.

Design/methodology/approach

The authors argue that a scientific mindfulness approach to teaching CCM can help students identify and leverage positive aspects of differences and thereby contribute to positive change in cross-cultural situations.

Findings

Scientific mindfulness combines mindfulness and scientific thinking with the explicit goal to drive positive change in the world.

Originality/value

The authors explain how the action principles of scientific mindfulness enable learners to build positive value from cultural diversity. The authors then describe how to enact these principles in the context of CCM education.

Article
Publication date: 3 October 2019

Jessica Lichy and Tatiana Khvatova

In the international graduate job market, education–job mismatches are affecting recruitment, and consequently efficiency. The purpose of this paper is to identify a widening gap…

Abstract

Purpose

In the international graduate job market, education–job mismatches are affecting recruitment, and consequently efficiency. The purpose of this paper is to identify a widening gap in “global operating skills”, then put forward a structure for addressing the education–job mismatch, based on data gathered from higher education teachers and graduate recruiters. Framed as a case examining the contemporary context in Russia, the objective is to identify a cross-cultural management (CCM) skills set for graduates who are pursuing a career in an international environment. The study therefore has implications for managers and educators who work in this sector.

Design/methodology/approach

The study identifies a number of factors that need to be taken into account for developing CCM competence among graduate job seekers. Set in the specific case of a Russian higher education institutions and one of its international partners, stakeholder theory is used for theoretical underpinning and data collection. A qualitative-oriented mixed-methods approach was designed to: explore the education–job mismatch by using documentary sources and direct observations; collect data in a three-step sequence (focus groups, interviews and interactive seminar).

Findings

The key findings revealed the extent of the education–job mismatch. Specifically: a lack of transferable CCM skills, mismatch between the provision of CCM skills development in higher education and the needs of recruiters, and curriculum shortfall in terms of CCM skills. Furthermore, areas such as cross-cultural communication and cross-cultural awareness require urgent attention; new approaches are needed to enhance the knowledge transfer of CCM skills to students, in order to better equip them to work in an increasingly international workplace.

Research limitations/implications

The enquiry provides a snapshot of knowledge transfer regarding CCM skills based on a particular case, from the perspective of teachers and recruiters. While care was taken to respect the language and cultural norms, the interview guide captured only a narrow dimension of the subject area. The modest size of the sample does not allow any generalisations when interpreting the data. The findings should not be applied to other national contexts, disciplines or sectors.

Practical implications

The authors put forward actions for enhancing the implementation of an international education programme (IEP), emphasising the importance of co-creating with stakeholders. The distinguishing features of an IEP are identified and a framework for explaining the opportunities generated by such a programme is developed. Failing to address the “skills gap” may trigger long-term ramifications for both business and society.

Social implications

Academics and students claim to be dissatisfied with the current delivery of CCM skills. The identification of an education–job mismatch implies that CCM skills are not being effectively transmitted within higher education. This study sets out to identify and explain the current situation of CCM skills development in contemporary society. The genesis of this study stems from the topical debate surrounding reconceptualising higher education to reflect a more international-oriented approach.

Originality/value

Research into CCM is frequently undertaken from an Anglo-centric perspective, or sets out to compare an “Anglo” environment with a non-Anglo setting. Few CCM studies are set in the context of a contemporary Post-Soviet society.

Details

Journal of Management Development, vol. 38 no. 9
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 5 April 2013

Sylvia van de Bunt‐Kokhuis and David Weir

The purpose of this paper is to highlight how future teaching in business schools will probably take place in an online (here called 24/7) classroom, where culturally diverse…

2046

Abstract

Purpose

The purpose of this paper is to highlight how future teaching in business schools will probably take place in an online (here called 24/7) classroom, where culturally diverse e‐learners around the globe meet. Technologies such as iPhone, iPad and a variety of social media, to mention but a few, give management learners of any age easy 24/7 access to information. Depending on the quality of the materials and the competences and cross‐cultural sensibilities of the teachers and trainers, this information may support the progress of e‐learning in business schools. At the same time, easy online access to knowledge and educational structures is not, in practice, equally available yet across cultures, and this will be documented with comparative cases from the Arab world and African learning communities.

Design/methodology/approach

This article contributes to multicultural education by identifying various barriers in the online management classroom. It combines theories from educational and cross‐cultural leadership studies, as well as e‐learning studies.

Findings

The outcomes of this analysis show how technical, language and cross‐cultural barriers still hinder particular adult learners to benefit from the “24/7 business school”. It is concluded that by understanding and serving a wide range of culturally diverse e‐learners in business schools, the stewardship role of the business school teacher is key.

Originality/value

The interplay between technical, language and cultural barriers in the online business school is rarely reflected upon. It is the intention of the authors to trigger a broad discussion process by focusing on culturally diverse management learners and by connecting with innovative educational insights across histories and cultures.

Article
Publication date: 8 March 2011

Maureen Brookes and Nina Becket

This paper aims to identify the extent to which hospitality management degree programmes are internationalised to develop graduates capable of working within the global…

5252

Abstract

Purpose

This paper aims to identify the extent to which hospitality management degree programmes are internationalised to develop graduates capable of working within the global hospitality industry.

Design/methodology/approach

A qualitative multiple case study approach was adopted for a UK study of undergraduate international hospitality management degrees. Interviews and document analysis were used as the data collection techniques.

Findings

The findings reveal the importance of the development of graduates' cross‐cultural competencies within international hospitality management programmes and the methods used to develop these. The study also reveals further opportunities to enhance the internationalisation of degree programmes.

Research limitations/implications

The findings are based on a case study research strategy set within the context of the UK and as such, the generalisability of the findings may be limited. In addition, the study sample contained only undergraduate international hospitality management degree programmes.

Practical implications

This paper reveals a number of opportunities to enhance the internationalisation of hospitality management programmes and the challenges currently faced by academics and students.

Originality/value

The paper provides a framework comprising internationalisation at home (IaH) and internationalisation abroad (IA) dimensions for academics to assess the internationalisation of degree programmes and the extent to which cross‐cultural competencies are developed among graduates. The framework can also be used by graduate recruiters seeking candidates with the requisite cross‐cultural understanding, attitudes and skills to work within the international hospitality industry.

Details

International Journal of Contemporary Hospitality Management, vol. 23 no. 2
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 10 April 2017

Yunxia Zhu, Tyler G. Okimoto, Amanda Roan and Henry Xu

To connect students with the real world of management practice, the purpose of this paper is to extend and operationalize the situated cultural learning approach (SiCuLA) through…

Abstract

Purpose

To connect students with the real world of management practice, the purpose of this paper is to extend and operationalize the situated cultural learning approach (SiCuLA) through five learning processes occurring within communities of practice. These include integration of cultural contexts, authentic activities, reflections, facilitation, and the construction of a collaborative learning community.

Design/methodology/approach

To investigate the complex processes and principles of cultural learning, a multi-method approach is applied to an extensive comparative study of default and intervened cases within three management classes. Evidence is drawn from multiple sources of qualitative data including class observations, meeting minutes, focus groups, and group interviews with students and instructors.

Findings

Results indicated that in default cases, little explicit attention was given to a situated perspective of culture, or to the rich sources of cultural knowledge available among members of the classroom community. In contrast, following the intervention cases where SiCuLA was applied, there was strong evidence that much more attention was given to enhancing student contextual knowledge. Nonetheless, there were some challenges in applying these processes within the classroom context.

Originality/value

This is the first study to extend and operationalize SiCuLA in a classroom setting. More importantly, the evidence forms the empirical basis for deriving theoretical principles for cross-cultural management (CCM) education and training. It contributes to studying cultural contexts as sources of knowledge for learning through active co-participation. It also contributes to positive CCM learning with an emphasis on human agency that encourages students to take more responsibility and ownership of their cultural learning.

Details

Education + Training, vol. 59 no. 4
Type: Research Article
ISSN: 0040-0912

Keywords

Article
Publication date: 1 April 1994

John D. Aram

This study analyses interviews with Spanish students and American and British faculty in an MBA program in Spain. Predictions about cultural differences were derived from…

Abstract

This study analyses interviews with Spanish students and American and British faculty in an MBA program in Spain. Predictions about cultural differences were derived from Hofstede's (1980a) study of cultural values. Cultural differences were expected primarily on dimensions of uncertainty avoidance and masculinity‐femininity. Different processes of acculturation were expected for students and for faculty, and the language of instruction (English) was expected to place an additional burden on students. Interviews showed the utility of Hofstede's concepts for understanding classroom interaction, especially pertaining to aspects of the masculinity‐femininity dimension and to the role of language. Relatively few differences were associated with the dimension of uncertainly avoidance. Also, acculturation appeared to proceed only through the early stages of cultural adaptation for students and for faculty. The discussion leads to recommendations for both longitudinal and comparative studies for understanding the role of culture in education.

Details

The International Journal of Organizational Analysis, vol. 2 no. 4
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 1 April 1995

Elizabeth Weldon and Karen A. Jehn

Studies of cross‐cultural differences in conflict management behavior are reviewed. This review shows that existing studies are difficult to interpret, because researchers applied…

1810

Abstract

Studies of cross‐cultural differences in conflict management behavior are reviewed. This review shows that existing studies are difficult to interpret, because researchers applied Western theories and Western measures to non‐Western cultures, without testing the cross‐cultural equivalence of the constructs and the measures and without searching for emic constructs that might contribute to an understanding of non‐Western behavior. These three problems are discussed, and guidelines to help researchers avoid these problems are proposed.

Details

International Journal of Conflict Management, vol. 6 no. 4
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 25 August 2022

Christina Heidemann and Mikael Søndergaard

The main purpose of this paper is to test the effects of a classical intercultural simulation on participants' ability to modify their behavior in response to collectivistic and…

Abstract

Purpose

The main purpose of this paper is to test the effects of a classical intercultural simulation on participants' ability to modify their behavior in response to collectivistic and individualistic contexts. Moreover, the paper aims to examine moderating effects based on experiential learning and social identity theory.

Design/methodology/approach

The learning effects are evaluated through two separate quasi-experimental studies with 152 master students in business economics at a Danish university and 190 bachelor students in international business at a German university.

Findings

The analysis shows that intercultural simulations with artificial cultures significantly improve participants' ability to modify their behavior depending on cultural context. Participants who identify with an artificial culture that differs radically from their own take greater advantage of the simulation. The overall duration of international experience moderates participants' learning with a U-shaped effect. Culture-specific experience strengthens the positive effect of the simulation. The comparison of the two conducted studies indicates that previous cognitive teaching enhances learning.

Practical implications

The findings demonstrate the effectiveness of intercultural simulations that guide participants through all phases of the experiential learning cycle. Moreover, they underline the importance of assessing participants' cultural backgrounds before the assignment of training groups.

Originality/value

Prior research on intercultural simulations is often based on qualitative methods and mostly limited to affective outcomes, such as motivation and enjoyment of intercultural interactions. By contrast, this paper quantitatively tests to what extent intercultural simulations improve participants' ability to modify behavior depending on culture.

Details

Cross Cultural & Strategic Management, vol. 30 no. 2
Type: Research Article
ISSN: 2059-5794

Keywords

Article
Publication date: 6 April 2012

Satish Pandey

The present study aims to understand context and dynamics of cognitive learning of students as an outcome of the usage of popular movies as a learning tool in the management

4840

Abstract

Purpose

The present study aims to understand context and dynamics of cognitive learning of students as an outcome of the usage of popular movies as a learning tool in the management classroom and specifically in the context of a course on cross‐cultural management issues.

Design/methodology/approach

This is an exploratory study based on qualitative analysis of reflection notes of 14 students who participated in an elective course on “managing cross‐cultural issues (MCCI)” in the second year of their MBA programme. Students were asked to submit reflection notes focused on classroom learning as an outcome of the course MCCI with specific reference to used movies Outsourced and My Big Fat Greek Wedding. Students' reactions in their reflection notes were analyzed through qualitative content analysis.

Findings

The findings of this study reveal that students found selected movies very relevant and effective in learning cross‐cultural theories, issues and developing cross‐cultural competence. They also enjoyed movies as learning experience in the classroom. Both instructor's observations and students' reactions regarding the effectiveness of movies as classroom learning tool are very positive.

Practical implications

Popular movies, if appropriately selected and included in cross‐cultural training programmes for expatriate managers, immigrant workers and managers who travel to different countries, could be very useful as a learning tool for developing multicultural perspective and cross‐cultural competence.

Originality/value

This paper could be very useful to academicians and researchers who want to use popular movies as an instructional or research tool for exploring the psychodynamics of classroom learning in management and social sciences courses or professional training programmes focused on cross‐cultural management skills, global leadership skills, diversity management.

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