What do managers need to understand in order to compete successfully in a global marketplace? The overall aim of this course is to understand how organizations can add value in a multicultural world, which continues to be marked by significant differences in national management styles. Several ways to understand different cultures will be introduced. Through texts and case studies, the impact of national and cultural differences on business situations will be assessed. The course will consider organizational behavior, business strategy, human resources management, business ethics, and communication issues, in the international environment.
Attendance policy:
Attendance is mandatory for all IES classes, including field studies. Any exams, tests, presentations, or other work missed due to student absences can only be rescheduled in cases of documented medical or family emergencies. If a student misses more than three classes in any course half a letter grade will be deducted from the final grade for every additional absence. Seven absences in any course will result in a failing grade.
Learning outcomes:
By the end of the course, the students are able to:
• identify the key cultural dimensions and spheres which have an impact on the way business is done in different companies and countries.
• analyse the influence of the main cultural variables on the internal and external environment of an
organization: organizational structure, strategy, human resource management etc.
• use tools that will help a manager to add value in a multicultural business environment.
Method of presentation:
The course will use lectures, presentations, classroom discussions of case studies, and independent research projects to better understand the complex issues of global management. Readings have been selected from journals, textbooks and case studies. The readings listed for each session must be completed BEFORE coming to class.
LANGUAGE OF PRESENTATION: English
Required work and form of assessment:
• Participation
(20%): attendance and contributions to discussions (10%) + case
presentations (10%): Students will be required to participate in at least two team presentations of the case studies/articles as part of their participation score. Students are also expected to actively contribute to the class discussion based on the readings.
• Field Study Papers (10%): Two short field study papers based on two self-guided field studies will be done with a partner. These two field studies are intended to give you first-hand information regarding a.) a Spanish business and b.) an international business in Barcelona.
The two short papers (1 – 2 pages each, 1.5 spaced) will explain the results of each field study. On the due date you will be expected to share your investigation experiences in small group discussions.
• Individual Research Paper (15%): Your paper (5-6 pages 1.5 spacing) should take advantage of
one of your travel experiences (e.g. France, Italy, Germany etc.) It will require both research into a country and direct contact with someone from that location to support/challenge your findings. (Eg. France and the French Management Style)
• Final Presentation
(15%): This presentation will be done in teams (2 or 3 students) and will
explain the experience of a company going beyond its borders (e.g. “Starbucks Goes International”). Presentations will be done over the last 3 or 4 class sessions.
• Exams (TOTAL =40%): Midterm (20%) and Final (20%)
content:
Session 1: Understanding the Role of Culture in
Management. Overview of the course. Introduction to the meaning of culture: trying
to convey how culture plays a key role in
modern organizations. Culture and stereotypes.
Required Reading:
Adler, Nancy J. (2002). International Dimensions of
Organizational Behavior. Canada: South-Western
Thomson Learning pp. 16-35, and pp.81-93. Peterson, Brooks (2004). Cultural Intelligence.
Yarmouth, ME p. 33.
Session 2: Exploring and Defining Culture. Provide a framework to detect the key dimensions of culture and ways to analyze them.
Required Reading:
Schneider, Susan and Jean-Louis Barsoux (2002).
Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 20-48.
Session 3: Understanding how national environments may affect the competitiveness
of organizations.
In today’s session you will also receive more details regarding your two self-guided field studies which you will do with a partner. The
papers for these field studies are due Session
10. You will also be expected to explain your experiences in that session in small groups.
Required Reading:
Porter, Michael (1990). The Competitive Advantage
of Nations. Harvard Business Review. March-April: 73-93.
Session 4: The Spheres of Culture. Determining the different areas of influence and interaction of culture and subcultures: according to region, industry, company, profession and function.
Required Reading:
Schneider, Susan and Jean-Louis Barsoux (2002).
Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 51-77.
Trompenaars, Fons, and Hampden-Turner,
Charles(1998). Riding the Waves of Culture: Understanding Cultural Diversity in Business, 2d ed., New York: McGraw-Hill, pp. 6-11.
Session 5: Cultural approaches to management. Hofstede’s classic contributions. Analysing dialogues.
Required Reading:
Hofstede, Geert (1993). Cultural Constraints in Management Theories. Academy of Management Executive, 7(1): pp. 81-94.
Storti, Craig(1994).. Cross-Cultural Dialogues: 74
Brief Encounters with Cultural Difference, Yarmouth, Maine: Intercultural Press. (in class analysis of dialogues)
Session 6: Cultural approaches to management (continued). More on the basis of cultural differences: Universalist versus Particularist. Doing business in China.
Required Reading:
Trompenaars, Fons, and Hampden-Turner, Charles(1998). Riding the Waves of Culture: Understanding Cultural Diversity in Business, 2d
ed., New York: McGraw-Hill, pp. 33-43. Graham John L. and Lam, Mark L. (2003). The
Chinese Negotiation. Harvard Business Review,
October 2003: pp. 1-9.
Session 7: Corporate cultures of visionary companies.
Required Reading:
Collins, James and Jerry I. Porras (1997). Cult-Like
Cultures. In Built to Last: Successful Habits of
Visionary Companies: pp. 115-139. New York: Harper Business.
Session 8: Examining the sensitivities around foreign investment in a nation's “cultural assets”. Two case studies.
Required Reading:
Kou, Julia and Spar, Debora (1994). Being There: Sony Corporation and Columbia Pictures. Harvard
Business School: 9-795-025.
Loveman, Gary, and Schlesinger, Leonard A. and
Anthony, Robert T (1993). Euro Disney: The First
100 Days. Harvard Business School: 9-693-013.
Session 9: An illustration: Doing business in
Spain. A case study.
Required Reading:
Wesley, David T.A., and Athanassiou, Nicholas and Lane, Henry W., and McNett, Jeanne M. (2002). Blue Ridge Spain. Richard Ivey School of Business: Ref. 9B02M003
Session 10: Field Study papers due today. Students will share their field study experiences
in small groups.
Review for Midterm Exam in second half of class.
Required Reading:
Wattley-Ames, Helen (1999). Spain is Different 2nd
ed., Yarmouth, ME: Intercultural Press, pp. 83-107.
Session 11: Midterm Exam
Session 12: Culture and Strategy. The basics of strategy. Analysis of strategy within an
international environment and the implications of a global expansion decision.
Required Reading:
Ghemawat, Pankaj (2003). The Forgotten Strategy.
Harvard Business Review, Nov., 81 (11): 76-84. Schneider, Susan and Jean-Louis Barsoux (2002).
Managing Across Cultures. Second Edition.
London: Prentice Hall, pp. 118-138.
Session 13: Culture and Strategy (cont.) How does a national culture affect strategy? To what
extent do different approaches to strategy reflect different underlying cultural assumptions? In this session we will look at the strategy of Zara, an innovative Spanish firm,
expanding abroad. We will also look at another strategy and case: LEGO
Required Reading:
D’Andrea, G. and D. Arnold (2003). Zara. Harvard
Business School, March: 9-503-550.
Holden, Nigel J. (2002) Cross-Cultural Management: A Knowledge Management Perspective. London:
Prentice Hall, pp. 159-181.
Session 14: In this session we will describe the problems of one of the largest retailers in the
US trying to penetrate the Japanese toy
market, the second largest in the world. We will also view LG and South Korean business
expansion.
Required Reading:
Spar, Deborah (1999). Toys "R" Us Japan. Harvard
Business School, February: 9-796-077.
Session 15: Culture and Human Resource
Management: A basic description of different
“menus” in human resource management and their implications. The impact of culture in personnel selection, management training and development, appraisal and compensation.
Required Reading:
Schneider, Susan and Jean-Louis Barsoux (2002).
Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 148-177.
Session 16: A look at a case illustrating an attempt to transplant a successful HRM system
across borders and the difficulties encountered.
Required Reading:
Bartlett, Christopher A. and J. O'Connell (1998).
Lincoln Electric:Venturing Abroad. Harvard
Business School, April: 9-398-095.
Session 17: Global business and ethical issues:
the highly successful but controversial HRM
system of Nike.
Required Reading:
Spar, Deborah (2002). Hitting the Wall: Nike and
International Labor Practices. Harvard Business
School: 9-700-047.
Session 18: Asian business in the US: Different cultural models used successfully for growth and expansion.
Required Reading:
Cheng, Cliff (1996). A comparison of the modernistic
Toyota model of greenfield start-ups with a premodern Chinese family business transplanted
to the USA. Journal of Organizational Change
Management, 9 (3):18-30.
Session 19: Europe in Focus: Cultures coming together yet respecting their diversity to create the “multicultural” team.
Required Reading:
Schneider, Susan and Jean-Louis Barsoux (2002).
Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 216-243.
Frederick W.R. and de la Fuente Rodriguez A (1994).
A Spanish Acquisition in Eastern Germany: Culture
Shock. Journal of Management Development, 13 (2): 42-48.
Session 20: Europe in Focus: Different Cultures.National cultures and corporate core values.
TAKE-HOME FINAL EXAM DISTRIBUTED TODAY
Required Reading:
Roger, M, and Grol, P. and Schoch, C (1998). IKEA: Culture as Competitive Advantage. CPA, Paris Chamber of Commerce.
Jacob, Nina (2003). Intercultural Management.
London and Sterling VA: Kogan Page Ltd, pp. 107-117
Session 21: Project Presentations
Session 22: Project Presentations
Session 23: Project Presentations
Session 24: Project Presentations and Course
Wrap-Up; TAKE-HOME FINAL EXAM DUE TODAY
Final Exam
Required readings:
Adler, Nancy J. (2002). International Dimensions of Organizational Behavior. Canada: South-Western
Thomson Learning pp. 16-35, and pp.81-93.
Bartlett, Christopher A. and J. O'Connell (1998). Lincoln Electric:Venturing Abroad. Harvard Business
School, April: 9-398-095.
Cheng, Cliff (1996). A comparison of the modernistic Toyota model of greenfield start-ups with a premodern Chinese family business transplanted to the USA. Journal of Organizational Change Management, 9 (3):18-30.
Collins, James and Jerry I. Porras (1997). Cult-Like Cultures. In Built to Last: Successful Habits of
Visionary Companies: pp. 115-139. New York: Harper Business.
D’Andrea, G. and D. Arnold (2003). Zara. Harvard Business School, March: 9-503-550.
Frederick W.R. and de la Fuente Rodriguez A (1994). A Spanish Acquisition in Eastern Germany: Culture Shock. Journal of Management Development, 13 (2): 42-48.
Ghemawat, Pankaj (2003). The Forgotten Strategy. Harvard Business Review, Nov., 81 (11): 76-84.
Graham John L. and Lam, Mark L. (2003). The Chinese Negotiation. Harvard Business Review, October
2003: pp. 1-9.
Hofstede, Geert (1993). Cultural Constraints in Management Theories. Academy of Management
Executive, 7(1): pp. 81-94.
Holden, Nigel J. (2002) Cross-Cultural Management: A Knowledge Management Perspective. London: Prentice Hall, pp. 159-181.
Jacob, Nina (2003). Intercultural Management. London and Sterling VA: Kogan Page Ltd, pp. 107-117.
Kou, Julia and Spar, Debora (1994). Being There: Sony Corporation and Columbia Pictures. Harvard
Business School: 9-795-025.
Loveman, Gary, and Schlesinger, Leonard A. and Anthony, Robert T (1993). Euro Disney: The First 100
Days. Harvard Business School: 9-693-013.
Peterson, Brooks (2004). Cultural Intelligence. Yarmouth, ME p. 33.
Porter, Michael (1990). The Competitive Advantage of Nations. Harvard Business Review. March-April:
73-93.
Roger, M, and Grol, P. and Schoch, C (1998). IKEA: Culture as Competitive Advantage. CPA, Paris
Chamber of Commerce.
Schneider, Susan and Jean-Louis Barsoux (2002). Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 20-48.
Schneider, Susan and Jean-Louis Barsoux (2002). Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 51-77.
Schneider, Susan and Jean-Louis Barsoux (2002). Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 118-138.
Schneider, Susan and Jean-Louis Barsoux (2002). Managing Across Cultures. Second Edition. London:
Prentice Hall, pp. 148-177.
Schneider, Susan and Jean-Louis Barsoux (2002). Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 216-243.
Spar, Deborah (1999). Toys "R" Us Japan. Harvard Business School, February: 9-796-077.
Spar, Deborah (2002). Hitting the Wall: Nike and International Labor Practices. Harvard Business School: 9-700-047.
Storti, Craig(1994).. Cross-Cultural Dialogues: 74 Brief Encounters with Cultural Difference, Yarmouth, Maine: Intercultural Press. (in class analysis of dialogues)
Trompenaars, Fons, and Hampden-Turner, Charles(1998). Riding the Waves of Culture: Understanding
Cultural Diversity in Business, 2d ed., New York: McGraw-Hill, pp. 6-11.
Trompenaars, Fons, and Hampden-Turner, Charles(1998). Riding the Waves of Culture: Understanding
Cultural Diversity in Business, 2d ed., New York: McGraw-Hill, pp. 33-43.
Wattley-Ames, Helen (1999). Spain is Different 2nd ed., Yarmouth, ME: Intercultural Press, pp. 83-107.
Wesley, David T.A., and Athanassiou, Nicholas and Lane, Henry W., and McNett, Jeanne M. (2002). Blue Ridge Spain. Richard Ivey School of Business: Ref. 9B02M003
Recommended readings:
Adler, Nancy J. (2002), International Dimensions of Organizational Behavior, Fourth Edition. Canada: South- Western/Thomson Learning.
Hall, E. T. and M. Reed Hall (1995), Understanding Cultural Differences: Germans, French and
Americans, Yarmouth: Intercultural Press.
Holden, Nigel J. (2002) Cross-Cultural Management: A Knowledge Management Perspective. London: Prentice Hall
What do managers need to understand in order to compete successfully in a global marketplace? The overall aim of this course is to understand how organizations can add value in a multicultural world, which continues to be marked by significant differences in national management styles. Several ways to understand different cultures will be introduced. Through texts and case studies, the impact of national and cultural differences on business situations will be assessed. The course will consider organizational behavior, business strategy, human resources management, business ethics, and communication issues, in the international environment.
Attendance is mandatory for all IES classes, including field studies. Any exams, tests, presentations, or other work missed due to student absences can only be rescheduled in cases of documented medical or family emergencies. If a student misses more than three classes in any course half a letter grade will be deducted from the final grade for every additional absence. Seven absences in any course will result in a failing grade.
By the end of the course, the students are able to:
• identify the key cultural dimensions and spheres which have an impact on the way business is done in different companies and countries.
• analyse the influence of the main cultural variables on the internal and external environment of an
organization: organizational structure, strategy, human resource management etc.
• use tools that will help a manager to add value in a multicultural business environment.
The course will use lectures, presentations, classroom discussions of case studies, and independent research projects to better understand the complex issues of global management. Readings have been selected from journals, textbooks and case studies. The readings listed for each session must be completed BEFORE coming to class.
LANGUAGE OF PRESENTATION: English
• Participation
(20%): attendance and contributions to discussions (10%) + case
presentations (10%): Students will be required to participate in at least two team presentations of the case studies/articles as part of their participation score. Students are also expected to actively contribute to the class discussion based on the readings.
• Field Study Papers (10%): Two short field study papers based on two self-guided field studies will be done with a partner. These two field studies are intended to give you first-hand information regarding a.) a Spanish business and b.) an international business in Barcelona.
The two short papers (1 – 2 pages each, 1.5 spaced) will explain the results of each field study. On the due date you will be expected to share your investigation experiences in small group discussions.
• Individual Research Paper (15%): Your paper (5-6 pages 1.5 spacing) should take advantage of
one of your travel experiences (e.g. France, Italy, Germany etc.) It will require both research into a country and direct contact with someone from that location to support/challenge your findings. (Eg. France and the French Management Style)
• Final Presentation
(15%): This presentation will be done in teams (2 or 3 students) and will
explain the experience of a company going beyond its borders (e.g. “Starbucks Goes International”). Presentations will be done over the last 3 or 4 class sessions.
• Exams (TOTAL =40%): Midterm (20%) and Final (20%)
Session 1: Understanding the Role of Culture in
Management. Overview of the course. Introduction to the meaning of culture: trying
to convey how culture plays a key role in
modern organizations. Culture and stereotypes.
Required Reading:
Adler, Nancy J. (2002). International Dimensions of
Organizational Behavior. Canada: South-Western
Thomson Learning pp. 16-35, and pp.81-93. Peterson, Brooks (2004). Cultural Intelligence.
Yarmouth, ME p. 33.
Session 2: Exploring and Defining Culture. Provide a framework to detect the key dimensions of culture and ways to analyze them.
Required Reading:
Schneider, Susan and Jean-Louis Barsoux (2002).
Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 20-48.
Session 3: Understanding how national environments may affect the competitiveness
of organizations.
In today’s session you will also receive more details regarding your two self-guided field studies which you will do with a partner. The
papers for these field studies are due Session
10. You will also be expected to explain your experiences in that session in small groups.
Required Reading:
Porter, Michael (1990). The Competitive Advantage
of Nations. Harvard Business Review. March-April: 73-93.
Session 4: The Spheres of Culture. Determining the different areas of influence and interaction of culture and subcultures: according to region, industry, company, profession and function.
Required Reading:
Schneider, Susan and Jean-Louis Barsoux (2002).
Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 51-77.
Trompenaars, Fons, and Hampden-Turner,
Charles(1998). Riding the Waves of Culture: Understanding Cultural Diversity in Business, 2d ed., New York: McGraw-Hill, pp. 6-11.
Session 5: Cultural approaches to management. Hofstede’s classic contributions. Analysing dialogues.
Required Reading:
Hofstede, Geert (1993). Cultural Constraints in Management Theories. Academy of Management Executive, 7(1): pp. 81-94.
Storti, Craig(1994).. Cross-Cultural Dialogues: 74
Brief Encounters with Cultural Difference, Yarmouth, Maine: Intercultural Press. (in class analysis of dialogues)
Session 6: Cultural approaches to management (continued). More on the basis of cultural differences: Universalist versus Particularist. Doing business in China.
Required Reading:
Trompenaars, Fons, and Hampden-Turner, Charles(1998). Riding the Waves of Culture: Understanding Cultural Diversity in Business, 2d
ed., New York: McGraw-Hill, pp. 33-43. Graham John L. and Lam, Mark L. (2003). The
Chinese Negotiation. Harvard Business Review,
October 2003: pp. 1-9.
Session 7: Corporate cultures of visionary companies.
Required Reading:
Collins, James and Jerry I. Porras (1997). Cult-Like
Cultures. In Built to Last: Successful Habits of
Visionary Companies: pp. 115-139. New York: Harper Business.
Session 8: Examining the sensitivities around foreign investment in a nation's “cultural assets”. Two case studies.
Required Reading:
Kou, Julia and Spar, Debora (1994). Being There: Sony Corporation and Columbia Pictures. Harvard
Business School: 9-795-025.
Loveman, Gary, and Schlesinger, Leonard A. and
Anthony, Robert T (1993). Euro Disney: The First
100 Days. Harvard Business School: 9-693-013.
Session 9: An illustration: Doing business in
Spain. A case study.
Required Reading:
Wesley, David T.A., and Athanassiou, Nicholas and Lane, Henry W., and McNett, Jeanne M. (2002). Blue Ridge Spain. Richard Ivey School of Business: Ref. 9B02M003
Session 10: Field Study papers due today. Students will share their field study experiences
in small groups.
Review for Midterm Exam in second half of class.
Required Reading:
Wattley-Ames, Helen (1999). Spain is Different 2nd
ed., Yarmouth, ME: Intercultural Press, pp. 83-107.
Session 11: Midterm Exam
Session 12: Culture and Strategy. The basics of strategy. Analysis of strategy within an
international environment and the implications of a global expansion decision.
Required Reading:
Ghemawat, Pankaj (2003). The Forgotten Strategy.
Harvard Business Review, Nov., 81 (11): 76-84. Schneider, Susan and Jean-Louis Barsoux (2002).
Managing Across Cultures. Second Edition.
London: Prentice Hall, pp. 118-138.
Session 13: Culture and Strategy (cont.) How does a national culture affect strategy? To what
extent do different approaches to strategy reflect different underlying cultural assumptions? In this session we will look at the strategy of Zara, an innovative Spanish firm,
expanding abroad. We will also look at another strategy and case: LEGO
Required Reading:
D’Andrea, G. and D. Arnold (2003). Zara. Harvard
Business School, March: 9-503-550.
Holden, Nigel J. (2002) Cross-Cultural Management: A Knowledge Management Perspective. London:
Prentice Hall, pp. 159-181.
Session 14: In this session we will describe the problems of one of the largest retailers in the
US trying to penetrate the Japanese toy
market, the second largest in the world. We will also view LG and South Korean business
expansion.
Required Reading:
Spar, Deborah (1999). Toys "R" Us Japan. Harvard
Business School, February: 9-796-077.
Session 15: Culture and Human Resource
Management: A basic description of different
“menus” in human resource management and their implications. The impact of culture in personnel selection, management training and development, appraisal and compensation.
Required Reading:
Schneider, Susan and Jean-Louis Barsoux (2002).
Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 148-177.
Session 16: A look at a case illustrating an attempt to transplant a successful HRM system
across borders and the difficulties encountered.
Required Reading:
Bartlett, Christopher A. and J. O'Connell (1998).
Lincoln Electric:Venturing Abroad. Harvard
Business School, April: 9-398-095.
Session 17: Global business and ethical issues:
the highly successful but controversial HRM
system of Nike.
Required Reading:
Spar, Deborah (2002). Hitting the Wall: Nike and
International Labor Practices. Harvard Business
School: 9-700-047.
Session 18: Asian business in the US: Different cultural models used successfully for growth and expansion.
Required Reading:
Cheng, Cliff (1996). A comparison of the modernistic
Toyota model of greenfield start-ups with a premodern Chinese family business transplanted
to the USA. Journal of Organizational Change
Management, 9 (3):18-30.
Session 19: Europe in Focus: Cultures coming together yet respecting their diversity to create the “multicultural” team.
Required Reading:
Schneider, Susan and Jean-Louis Barsoux (2002).
Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 216-243.
Frederick W.R. and de la Fuente Rodriguez A (1994).
A Spanish Acquisition in Eastern Germany: Culture
Shock. Journal of Management Development, 13 (2): 42-48.
Session 20: Europe in Focus: Different Cultures.National cultures and corporate core values.
TAKE-HOME FINAL EXAM DISTRIBUTED TODAY
Required Reading:
Roger, M, and Grol, P. and Schoch, C (1998). IKEA: Culture as Competitive Advantage. CPA, Paris Chamber of Commerce.
Jacob, Nina (2003). Intercultural Management.
London and Sterling VA: Kogan Page Ltd, pp. 107-117
Session 21: Project Presentations
Session 22: Project Presentations
Session 23: Project Presentations
Session 24: Project Presentations and Course
Wrap-Up; TAKE-HOME FINAL EXAM DUE TODAY
Final Exam
Adler, Nancy J. (2002). International Dimensions of Organizational Behavior. Canada: South-Western
Thomson Learning pp. 16-35, and pp.81-93.
Bartlett, Christopher A. and J. O'Connell (1998). Lincoln Electric:Venturing Abroad. Harvard Business
School, April: 9-398-095.
Cheng, Cliff (1996). A comparison of the modernistic Toyota model of greenfield start-ups with a premodern Chinese family business transplanted to the USA. Journal of Organizational Change Management, 9 (3):18-30.
Collins, James and Jerry I. Porras (1997). Cult-Like Cultures. In Built to Last: Successful Habits of
Visionary Companies: pp. 115-139. New York: Harper Business.
D’Andrea, G. and D. Arnold (2003). Zara. Harvard Business School, March: 9-503-550.
Frederick W.R. and de la Fuente Rodriguez A (1994). A Spanish Acquisition in Eastern Germany: Culture Shock. Journal of Management Development, 13 (2): 42-48.
Ghemawat, Pankaj (2003). The Forgotten Strategy. Harvard Business Review, Nov., 81 (11): 76-84.
Graham John L. and Lam, Mark L. (2003). The Chinese Negotiation. Harvard Business Review, October
2003: pp. 1-9.
Hofstede, Geert (1993). Cultural Constraints in Management Theories. Academy of Management
Executive, 7(1): pp. 81-94.
Holden, Nigel J. (2002) Cross-Cultural Management: A Knowledge Management Perspective. London: Prentice Hall, pp. 159-181.
Jacob, Nina (2003). Intercultural Management. London and Sterling VA: Kogan Page Ltd, pp. 107-117.
Kou, Julia and Spar, Debora (1994). Being There: Sony Corporation and Columbia Pictures. Harvard
Business School: 9-795-025.
Loveman, Gary, and Schlesinger, Leonard A. and Anthony, Robert T (1993). Euro Disney: The First 100
Days. Harvard Business School: 9-693-013.
Peterson, Brooks (2004). Cultural Intelligence. Yarmouth, ME p. 33.
Porter, Michael (1990). The Competitive Advantage of Nations. Harvard Business Review. March-April:
73-93.
Roger, M, and Grol, P. and Schoch, C (1998). IKEA: Culture as Competitive Advantage. CPA, Paris
Chamber of Commerce.
Schneider, Susan and Jean-Louis Barsoux (2002). Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 20-48.
Schneider, Susan and Jean-Louis Barsoux (2002). Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 51-77.
Schneider, Susan and Jean-Louis Barsoux (2002). Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 118-138.
Schneider, Susan and Jean-Louis Barsoux (2002). Managing Across Cultures. Second Edition. London:
Prentice Hall, pp. 148-177.
Schneider, Susan and Jean-Louis Barsoux (2002). Managing Across Cultures. Second Edition. London: Prentice Hall, pp. 216-243.
Spar, Deborah (1999). Toys "R" Us Japan. Harvard Business School, February: 9-796-077.
Spar, Deborah (2002). Hitting the Wall: Nike and International Labor Practices. Harvard Business School: 9-700-047.
Storti, Craig(1994).. Cross-Cultural Dialogues: 74 Brief Encounters with Cultural Difference, Yarmouth, Maine: Intercultural Press. (in class analysis of dialogues)
Trompenaars, Fons, and Hampden-Turner, Charles(1998). Riding the Waves of Culture: Understanding
Cultural Diversity in Business, 2d ed., New York: McGraw-Hill, pp. 6-11.
Trompenaars, Fons, and Hampden-Turner, Charles(1998). Riding the Waves of Culture: Understanding
Cultural Diversity in Business, 2d ed., New York: McGraw-Hill, pp. 33-43.
Wattley-Ames, Helen (1999). Spain is Different 2nd ed., Yarmouth, ME: Intercultural Press, pp. 83-107.
Wesley, David T.A., and Athanassiou, Nicholas and Lane, Henry W., and McNett, Jeanne M. (2002). Blue Ridge Spain. Richard Ivey School of Business: Ref. 9B02M003
Adler, Nancy J. (2002), International Dimensions of Organizational Behavior, Fourth Edition. Canada: South- Western/Thomson Learning.
Hall, E. T. and M. Reed Hall (1995), Understanding Cultural Differences: Germans, French and
Americans, Yarmouth: Intercultural Press.
Holden, Nigel J. (2002) Cross-Cultural Management: A Knowledge Management Perspective. London: Prentice Hall