Cross Cultural Management in the Age of Globalization

boundaries at least within the world business community. One the ... Managing cultural paradox and cultural change in local and global management contexts -.
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Cross Cultural Management in the Age of Globalization Tony Fang Associate Professor Stockholm University Tel: 08-16 30 63 Email: [email protected]

Background Globalization is reshaping our modes of thinking and ways of behaving and fostering national cultural changes in many societies. In the age of globalization national cultures, regional cultures, organizational cultures, and so on do not seem to only collide with each other; they are inspiring each other, learning from each other, coexisting within each other, and they are creating new cultures together. Whereas politically defined nation-states and traditional values are still playing important roles, multinational corporations (MNCs), global NGOs (non governmental organizations), individuals and various cultural groupings roaming within and beyond national boundaries are becoming increasingly visible change agents in the reshaping of the new identity of cultures. Globalization seems to have created a paradoxical movement of cultures. On the one hand, emergent global cultures irrespective of our past traditions are being created across national boundaries at least within the world business community. One the other hand, however, local cultures and indigenous cultural values are gaining unprecedented global attention given the synchronizing power of the Internet and wireless digital technologies. Purpose The purpose of this course is to obtain the latest knowledge of international cross-cultural management in the age of globalization. This course starts by critically examining the dominant Hofstede paradigm in cross cultural management and then moves on to identify various new trends in cross cultural theory building and practice in the light of globalization. Some of the themes are as follows: National cultures - What is this thing called “national culture” in the age of globalization? What constitutes a national culture today? To what extent does nation-state/nationality/passport based national culture paradigm still matters in global business? Global cultures - What are they, how do they form, who do they involve, what do they look like, what is their impact on cross cultural management theory and practice?

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Globalizing cultures - How is the process of globalization affecting national cultures? how are cultures responding to globalization i.e., how are they evolving to remain viable; how are they influencing one another; how do we understand some cultures that appear to be experiencing a global flowering or renaissance -- e.g., Irish culture, Indian culture, Chinese culture. Managing cultural paradox and cultural change in local and global management contexts What impact do MNCs have on national cultural change; can MNCs manage national cultural change; in what way do MNC corporate cultures influence national cultures; can or do MNC cultures replace national cultures on the global stage? Lectures and seminars The course is based mainly on lectures and seminars, with very interactive learning and teaching styles. PhD candidates in Swedish and any Nordic institutions of higher learning who are interested in cross cultural management, intercultural communication, and global leadership issues are welcome to apply for this course. Tony Fang also receives a short CV and a statement of interest. Only very motivated students are to be admitted. Examination Examination is made up of four parts: Part I (10%) Activeness in class discussions (individual-based) Part II (20%) Literature review (individual-based) Part III (30%) Role plays (group-based) Part IV (40%) Paper writing (group-based) Literature Arnett, J.J. (2002). "The psychology of globalization". American Psychologist, 57(10): 774-783. Bird, A., & Stevens, M.J. (2003). "Toward an emergent global culture and the effects of globalization on obsolescing national cultures. Journal of International Management, 9(4): 395-407. Boyacigiller, N. A., Kleinnberg, J., Phillips, M. E., & Sackmann, S. A. 2003. Conceptualizing culture: Elucidating the streams of research in international cross-cultural management. In B. J. Punnett and O. Shenkar (Eds), Handbook for international management research. (2nd edn): 99-167. Ann Arbor: The University of Michigan Press. Brannen, M. Y. 2004. When Mickey loses face: Recontextualization, semantic fit, and the semiotics of foreignness. Academy of Management Review, 29(4): 593-616. Brannen, M. Y., & Salk, J. (2000). Partnering across borders: Negotiating organizational culture in a German-Japanese joint venture. Human Relations, 53(4): 451-487. Brett, J., Behfar, K., & Kern, M.C. (2006). "Managing multicultural teams", Harvard Business Review, November, 84-91. Fang, T. (2003). "A critique of Hofstede's fifth national culture dimension. International Journal of Cross Cultural Management, 3(3): 347-368. Fang, T. (2006). "From 'Onion' to 'Ocean': Paradox and change in national cultures". 2

International Studies of Management & Organization, 35(4): 71-90. Fang, T., Fridh, C. & Schultzberg, S. (2004). "Why did the Telia-Telenor merger fail?" International Business Review, 13(5): 573-594 Hong, Ying-yi, Michael W. Morris, Chi-yue Chiu, & Veronica, Benet-Martinez (2000), “Multicultural Minds: A Dynamic Constructivist Approach to Culture and Cognition,” American Psychologist, 55: 709–720. Leung, K., & Bond, M. H. 2004. Social axioms: A model for social beliefs in multicultural perspective. Advances in Experimental Social Psychology, 36: 119-197. Leung, K., Bhagat, R. S., Buchan, N. R., Erez, M., & Gibson, C.B. 2005. Culture and international business: Recent advances and their implications for future research. Journal of International Business Studies, 36(4): 357-378. Levitt, T. (1983). "The Globalization of Markets". Harvard Business Review, 61(3): (May-June): 92-102. McSweeney, B. (2002). "Hofstede's model of national cultural differences and their consequences: A triumph of faith - a failure of analysis". Human Relations, 55(1): 89-118. Osland, J.S. & Bird, A. (2000). “Beyond Sophisticated Stereotyping: Cultural Sensemaking in Context.” Academy of Management Executive 14 (1): 65–79. Shenkar, O. 2001. Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences. Journal of International Business Studies, 32(3): 519-535. Shenkar, O., Luo, Y., & Yeheskel, O. 2008. From “distance” to “friction”: Substituting metaphors and redirecting intercultural research. Academy of Management Review (Forthcoming). Singh, K. 2007. The limited relevance of culture to strategy. Asia Pacific Journal of Management. 24(4): 421-428. Søderberg, Anne-Marie & Holden, Nigel (2002). Rethinking Cross Cultural Management in a Globalizing Business World. International Journal of Cross Cultural Management, 2: 103 - 121. Tung, R. L. 2008. The cross-cultural research imperative: The need to balance cross-national vis-à-vis intra-national diversity. Journal of International Business Studies, 39(1): 41-46. Tung, R. L., Worm, V., & Fang, T. 2008. Sino-Western business negotiations revisited – 30 years after China’s open door policy. Organizational Dynamics, 37(1): 60-74.

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