vrije Universiteit amsterdam

Faculty of Economics and Business Administration

CROSS-CULTURAL MANAGEMENT
Code 61452100
Period 5 (April-May 2014)



1. General Information

Contact 18 hours (6 lectures, 3 seminars)
Coordinators Prof. dr. A.M.R. (Fons) Trompenaars & dr. S. van de Bunt-Kokhuis
Lectures Prof. dr. A.M.R. (Fons) Trompenaars via (barbara@thtconsulting.com)
Seminars dr. S. van de Bunt-Kokhuis (s.vande.bunt@vu.nl ) & Barbara Blokpoel
(barbara@thtconsulting.com)



2. Contents

Course Description

This course introduces students to integrated principles and models of cross-cultural management. It
aims to provide a new paradigm for looking at business management practices in a global context and,
thereby, prepare students to act effectively in international business environments. It demonstrates
how cultural diversity, as opposed to single cultural orientation is more effective at creating lasting and
innovative solutions to business challenges/dilemmas.


Course sub-theme

The recent economic crisis has unleashed a storm of critic and reflection about the state of
international business. From all corners of the globe, there is growing call for a different kind of
(corporate) leadership: less selfish and bonus-oriented, and more concerned with the sustainable
wellbeing of company and society. This interest and attention to rethinking the paradigms of leadership
in a global context has prompted the inclusion of a sub-theme within the course. In the academic year
of 2013-14, the CCM course will pay special attention to Servant-Leadership as principle and way of
life that guides a leaders capacity to both direct the organization and its people while at the same time
work in their service. This theme will be explored in a cross-cultural perspective, for example during
the dynamic stage of a corporate merger or acquisition, and in building business-related communities;
see also symposium Servant-Leadership across the Arts included in this course.





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Form of Instruction

The course consists of 6 lectures and 3 seminars, which includes the Servant-Leadership Across the
Arts symposium on April14th, as an integral part of the course. The lectures are meant to provide
input for students to enable them to apply their acquired knowledge in the seminars and group
assignment. Throughout the lectures a spiral learning approach will be adopted whereby an approach
to dealing with culture and cultural differences will be constantly related to different business topics..


Lectures:

The first two lectures address the issue of culture, cultural models and an approach to dealing with
cultural difference. The focus will be on outlining the scientific context of the cross-cultural
management field and explaining the relevance of culture in society and business. Several cultural
models, including the Trompenaars & Hampden-Turner culture model, are introduced as tools for
understanding national and corporate cultural differences. Building on this knowledge, students will be
introduced to Dilemma Reconciliation Methodology as a means of explaining how we can benefit from
cultural differences for sustainable company growth, e.g. how to deal and serve successfully in 21
st
C
business realities such as international mergers and acquisitions (M&As), and in business-related
communities of practice. The topic of cross-cultural leadership will be addressed in the symposium
Servant-Leadership Across the Arts scheduled for 14 April, 2014 in the afternoon. This symposium
will count as a combined lecture and seminar event. The following three lectures will look at the issue
of culture in relations to the areas of Globalization, HRM and Innovation.


Seminars:

The seminars aim to provide students the opportunity to further explore the concepts discussed in the
lectures and identify the concepts, models and approaches as well as reflect on their implications in
both a business context, as well as in their own personal lives.


Seminar 1: During the Servant-Leadership Across the Arts Symposium on 14 April 2014, the major
attributes of servant-leadership will be highlighted and discussed from the perspective of international
(business/online) communities by different guest speakers. Students will have an interactive role
during the symposium (workshops, panel discussion). The symposium on 14 April is a
required/compulsory part of the course. More information can be found on Blackboard early April and
further instructions will be provided during Lecture 1 and on Blackboard.

Seminar 2: This seminar will involve working through one business case study, to be further explained
during Lecture 1 and on Blackboard. Prior to Lecture 1, students will be asked to complete a web-
based Intercultural Awareness Profile (IAP) questionnaire. The responses to the questionnaires will be
processed and students personal profiles will be returned and incorporated into this seminar for
personal learning.

Seminar 3: Poster presentation and feedback session as input for Individual Assignment reports.
Further instructions to be handed out during Lecture 1 and on Blackboard.










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Learning Objectives

Knowledge:
Increase awareness of students own cultural assumptions and respect for other cultural and
historical perspectives.
Develop and expand knowledge and understanding about: the basic (historical) drives behind
national and organizational cultural differences, the impact of cultural differences on cross cultural
issues in organizations, M&As, (online/business) communities and methodology issues in cross
cultural research.
Acquire an understanding of the importance and effectiveness of integrating value differences as a
key (international) leadership strategy and capacity.

Skills:
Diagnose the influence of cultural differences that play a role in intercultural relationships, global
business interactions, M&As and (online/local) communities.
Apply a methodology to elicit, chart and reconcile cultural dilemmas that occur in a business
context.
Clarify the cultural factors, influencing the students project assignments, by applying models used
in cross-cultural research.


Assessment

Attendance of Lectures and Seminars is required. Should you have to miss a class you are expected
to indicate your absence prior to the class and an alternative assignment maybe be assigned.

The final grade for this course will be determined by:
Group Presentation: (40%)
In teams of 4-6, students will be given an assignment identifying and analyzing a critical leadership
dilemma surfaced during the symposium, lectures and/or seminars. Teams will be responsible for
leading a poster presentation and group discussion as well as submitting a written report. Further
instructions will be handed out during the first seminar.

Written Final Exam (60%)
Exam will be based on content presented during, all Lectures and Seminars, including the
Symposium, as well as the Required Readings (see below).




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3. Course Program
Please note: Before the first lecture all students are requested to complete a web-based Intercultural
Awareness Profiler (IAP) Questionnaire. See Announcements on BB for more information in the
week before the course starts. Please confirm course locations in your rooster before each class.
Room numbers can change depending on student numbers and needs.

Date/ Location Lecturer/Guest Speaker Theme
Mon. April 7
09.00-10.45
HG-12A-00
Prof. dr. Fons
Trompenaars

Lecture 1:
Introduction to Culture in
Organizational Theory
Dilemma Reconciliation Theory

Thurs. April 10
9.00-10.45
HG-06A-00
Guest Lecturer:
Henk den Dekker

Lecture 2:
Introduction to Culture & Cultural
Models

Mon. April 14
13.00- 18.00
Registration starts at 13.00
Program starts at 13.30
Griffioen Theatre and
breakout rooms

Prof.
dr. Fons Trompenaars,
dr. Sylvia van de Bunt,
Barbara Blokpoel
Lecture 3/Seminar 1:
Symposium Servant-Leadership
Across the Arts

Thurs. April 17
11.00-12.45
Group 1: HG 8A-04
Group 3: HG 5A-06
13.30-15.15
Group 2: HG 2A-05
Group 4: HG 7A-06
dr. Sylvia van de Bunt/
Barbara Blokpoel

Seminar 2:
- In class mini-case study
- Intercultural Awareness Profiles
distribution
- In class exercise: Golden Business
Dilemmas
Thurs. April 24
9.00-10.45
HG-06A-00
Dr. Sylvia van de Bunt

Guest Lecturer:
dr. Jos Akkermans
Lecture 4:
Culture & HRM

Mon. April 28
09.00-10.45
HG-12A-00
Prof. dr. Fons
Trompenaars

Lecture 5:
Culture & Globalization
Thurs. May 8
11.00-12.45
Group 1: HG 8A-04
Group 3: HG 5A-06
13.30-15.15
Group 2: HG 2A-05
Group 4: HG 7A-06

dr. Sylvia van de
Bunt/Barbara Blokpoel
Seminar 3:

Poster presentations on assignments
Mon. May 12
09.00-10.45
HG-12A-00
Prof. dr. Fons
Trompenaars and dr.
Sylvia van de Bunt
Lecture 6:
Culture & Innovation

Fri. May 23
15.00-18.00
Prof. dr A.M.R.
Trompenaars and dr
Sylvia van de Bunt
Written Exam

4. Course Literature




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The core book for this course is Trompenaars, F. (2007). Riding the Whirlwind: Connecting People and
Organisations in a Culture of Innovation. Oxford: Infinite Ideas Limited. This book will be available via
the Aureus bookstore (second floor VU Main Building) from April 1st onward.

The following Required Reading list of articles and book chapters is compulsory reading for this
course, and can be found in the VU Digital Library (subject to copyright) or on Blackboard under
Course Documents in PDF format. All students are required to read these assigned required articles
and chapters for each lecture and seminar.

The section Further Reading is not compulsory for the Written Exam, however, this includes materials
useful to enhance your Cross Cultural Management thinking.


LECTURE 1, Introduction to Culture in Organizational Theory. Dilemma Reconciliation Theory:

Required Reading:
Trompenaars, F. & Woolliams, P. (2004). Business Across Cultures (Chapter 1: The organization
as a cultural construct, pp 13-21). West Sussex: Capstone Publishing.
Schein, E. (1993). On Dialogue, Culture, and Organizational Learning. Organizational Dynamics,
22(2): 40-51.
Hofstede, G. (1998) Attitudes, Values and Organizational Culture: Disentangling the Concepts.
Organization Studies, 19(3): 477-492.
Ardon, A.J. (2009). Moving moments: Leadership and interventions in dynamically complex
change processes (Chapter 2. Expressions of unilateral control, pp 13-23, 57-59, Doctoral
dissertation, Vrije Universiteit Amsterdam).

Supplementary Readings:
Lewis, M.H. (2000). Exploring Paradox: Toward a more comprehensive guide. Academy of
Management Review, 25(4): 760-776.
Handy, C. (1994). The Empty Raincoat: Making Sense of the Future (Part Four: The Search of
Meaning, Making Sense of Paradox. pp 260-267). London: Hutchinson.
Schein, E. (2009). Helping: How to Offer, Give and Receive Help (Chapter 7: Teamwork as
Perpetual Reciprocal Helping, pp. 106-127). San Francisco: Berrett-Koehler Publishers.


LECTURE 2, Introduction to Culture & Cultural Models:

Required Reading:
- Hall, E.T. & Reed Hall, M. (1990). Understanding Cultural Differences (pp 3-31). Yarmouth, Main:
Intercultural Press.
- Trompenaars, F. & Woolliams, P. (2011, April). Lost in Translation. Harvard Business Review.
Reprint W1104A.
- Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings
in Psychology and Culture. DOI: 10.9707/2307-0919.1014
- Center of Creative Leadership (2012). Leader Effectiveness and Culture: The GLOBE Study.
Retrieved from http://www.ccl.org/leadership/pdf/assessments/GlobeStudy.pdf, 30 March 2014.

Supplementary Readings:
- Schwartz, S. H. (1994). Beyond individualism/collectivism. New cultural dimensions of values (U.
- Bennett, M. J. (1993). Towards Ethno relativism: A developmental model of intercultural sensitivity
(pp 21-71). In R.M. Paige, Education for the Intercultural Experience. Yarmouth, ME: Intercultural
Press.
- Triandis, K.H.C., Kagitcibasi, C., Choi, S.C. & Yoon G. (Eds). Individualism and Collectivism.
Theory, Method, and Applications (pp 85-119). Thousand Oaks, London: Sage.



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- Dahl, S. (2004). Intercultural Research: The Current State of Knowledge (Discussion Paper No.
26). Middlesex University Business School, London. Retrieved from
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=658202 , 30 March, 2014.
- Deng, L. & Gibson, P (2008). A Quantitative Evaluation on the Role of Cultural Intelligence in
Cross-Cultural Leadership Effectiveness. International Journal of Leadership Studies, School of
Global Leadership & Entrepreneurship, Regent University, 3(2): 181-197.
- Brewer, P. and Venaik, S. (2012). On the misuse of national cultural dimensions, International
Marketing Review: 29(6), Emerald Group Publishing Limited.


LECTURE 3/ SEMINAR 1, Symposium Servant-Leadership Across the Arts

Required Reading:
Trompenaars, F. (2009). Seven Dilemmas of Servant Leaders: A New Unified Model of Trans-
Cultural Leadership. (Available on BB).
Sendjaya, S., Sarros, J.C. & Santora, J. (2008). Defining and Measuring Servant Leadershiop
Behaviour in Organizations. Journal of Management Studies, 45(2):402-424.
Stone, G., Russell, R., & Patterson, K. (2004). Transformational versus servant leadership: a
difference in leader focus. The Leadership & Organization Development Journal, 25(4): 349-361.
Gillet, J., Cartwright, E., & Vugt, M. van (2011). Selfish or servant leadership? Evolutionary
predictions on games, leadership personalities in coordination. Personality and Individual
Differences, 51(3): 231-236.

Supplementary Readings:
- Trompenaars, F. and Voerman, E. (2009). Servant-leadership across Cultures. Oxford, UK: Infinite
Ideas.
- Nuijten, I. (2009). Servant-Leadership: Paradox or Diamond in the Rough? Erasmus Research
Institute of Management: Haveka.
- Bunt-Kokhuis, S. van (2010). Servant-leadership and talent diversity: a Chinese case study where
East meets West. Lifelong Learning in Europe, 15(4), 229-241.
- Kriger, M. and Seng, Y. (2005). Leadership with inner meaning: A contingency theory of leadership
based on the worldviews of five religions. The Leadership Quarterly, 16: 771-806.
- Collins, J. (2001). Level 5 Leadership: The triumph of Humility and Fierce Resolve. Harvard
Business Review, January edition: 66-76.
- Handy, C. (2002). The Elephant and the Flea. New Thinking for a New World, (Chapter 4, pp 53-
88). London: Arrow.
- Schein, E. (2009). Helping. How to offer, give, and receive help. Berrett-Koehler Publishers. San
Francisco.
- Greenleaf, R. (1970). The Leader as Servant. Retrieve from Center for Servant-Leadership
website: http://www.gcsl.eu/

Recommended videos:
10 Leadership Theories in a Nutshell (5 minutes): Retrieved from
http://www.12manage.com/video.asp?TB=contingency_theory&S=5&RS=vn&AC=up&EM=fonst@a
ol.com, 30 March 2014.
NTR Series Grenzeloze Leiders, interview with conductor of Rotterdam Philharmonic Orchestra
Yannick Nezet-Seguin, see minutes 2.40-9.35. Retrieved from
http://www.ntr.nl/player?id=TELEA_1059865, 30 March 2014.
Interview with Prof. Edgar H. Schein by the Bertelsmann Foundation on his latest book Helping
(Berrett-Koehler Publishers Inc. 2009). Retrieved from
http://www.youtube.com/watch?v=1bknGdA_xdw, 30 March 2014.


SEMINAR 2:



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Required Reading:
- Trompenaars , F. (2011). Organizational Sustainability: Introduction to the 10 Golden Dilemmas.
Internal document.
- Trompenaars A.M.R. & Woolliams P. (2003). A new framework for managing change across
cultures. Journal of Change Management, 3 (4): 361-375.
- Argyris, C. (2002). Double-Loop Learning, Teaching, and Research. Academy of Management
Learning and Education, 1 (2): 206-218.
- Argyris, C. and Smith, I. (2010).Organizational Traps: Leadership, Culture, Organizational Design.
(Chapter 5, Leadership, Culture and Traps, pp 118-150), Oxford, UK: Oxford University Press.

Supplementary Readings:
- Havermans, L. (2014). Leadership in Project-Based Organizations. Dealing with complex and
paradoxal demands. (Doctoral dissertation, Vrije Universiteit Amsterdam).


LECTURE 4, Culture and HRM

Required Reading:
Trompenaars, F. (2007). Riding the Whirlwind: Connecting People and Organizations in a Culture
of Innovation. Oxford: Infinite Ideas Limited (pp 1-73).
Stahl, G., Maznevski, M., Volgt, A., and Jonsen,K. (2010). Unraveling the effects of cultural
diversity in teams: A meta-analysis of research on multicultural work groups. Journal of
International Business Studies, 41, 690-709.
Thomas, D. and Ely, R.J. (1996, September-October). Making Differences Matter: a new paradigm
for managing diversity. Harvard Business Review (pp 79-90).
Dobbs, R. Lund, S. and Madgavkar, A. (2012). Talent tensions ahead: A CEO briefing. McKinsey
Quarterly, November. Article .on tensions in global talent market. Retrieved from
http://www.mckinsey.com/insights/economic_studies/talent_tensions_ahead_a_ceo_briefing, 2
March 2014.
Meiseberg, B. and Ehrmann, T. (2013). Diversity in teams and the success of cultural projects.
Journal of Cultural Economics, 37: 61-86. DOI 10.1007/s10824-012-9173-7.


Supplementary Readings:
- Marques, J. (2007). On Impassioned Leadership: A Comparison Between Leaders from Divergent
Walks of Life. International Journal of Leadership Studies, School of Global Leadership &
Entrepreneurship, Regent University, 3(1): 98-125.


LECTURE 5, Culture and Globalization

Required Reading:
Trompenaars, F. (2007). Riding the Whirlwind: Connecting People and Organisations in a Culture
of Innovation. Oxford: Infinite Ideas Limited (pp 75-178).
Stahl, G. and Brannen, M.Y. (2013). Building Cross-Cultural Leadership Competence: An
Interview with Carlos Ghosn. Academy of Management Learning & Education, 12(3): 494-502.
Weber, Y. and Tarba, S. Y. (2012). Mergers and acquisitions process: the use of corporate
culture analysis. Cross Cultural Management, 19 (3): 288-303. DOI 10.1108/13527601211247053



Supplementary Readings:
- Bik, O. (2010). The Behaviour of Assurance Professionals. Delft: Eburon (pp 71-176). (see:



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http://dissertations.ub.rug.nl/faculties/feb/2010/o.p.g.bik/ ).
- Miller, J. and L. Parker. (2013). Everybodys Business. The unlikely story of how business can fix
the world. Biteback Publishing.
- Steers, R., C. Sanchez-Runde & Nardon, L. (2011). Organizing frameworks: a comparative
assessment. Management Across Cultures, Challenges and Strategies, Cambridge University
Press (pp 155-198).
- Steers, R.M., L. Nardon and C.J. Sanchez-Runde. (2013). Management across Cultures:
Developing Global Competencies. Cambridge University Press. See www.cambridge.org/steers
and in-depth cases www.iveycases.com/CaseMateBrowse.aspx


SEMINAR 3, Poster presentations

Each team (consisting of 5 students who selected one company for their team assignment) will present
the highlights from their assignments-in-progress to other teams and provide feedback on their work
so far.

Required Reading:
- Trompenaars, F. & Hampden-Turner, C. (2001). 21 Leaders for the 21
st
Century. How Innovative
leaders manage in the digital age (Chapters 1 and 2, pp 1-65). Oxford: Capstone Publishing.


LECTURE 6, Culture and Innovation

Required Reading:
- Trompenaars, F. (2007). Riding the Whirlwind: Connecting People and Organizations in a Culture
of Innovation. Oxford: Infinite Ideas Limited (pp 179-269).
- Cusumano, M. (2011). How to Innovate when platforms won't stop moving. MIT Sloan
Management Review, 52(4): 55-60.
- Leavy, B. (2012). Collaborative innovation as the new imperative design thinking, value co-
creation and the power of pull. Strategy & Leadership, Emerald Group Publishing Limited 40(2):
25-34.
- Sultan, N. & Van de Bunt, S. (2012). Organizational culture and cloud computing: coping with a
disruptive innovation. Technology Analysis & Strategic Management, 24(2), 167-179.

Supplementary Readings:
- Christensen, C.M. (2006). The Innovators Dilemma. Collins: Business Essentials.
- Moss Kanter, R. (2006, November). Innovation, the classic traps. Harvard Business Review (pp
72-83).
- Trompenaars, F. & Hampden-Turner, C. (2001). 21 Leaders for the 21st Century. How Innovative
leaders manage in the digital age, (Chapter 17, Keeping Close to the Customer: A portrait of David
Komansky, Merill Lynch, pp 315-330), Oxford: Capstone.






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5. CCM Team Assignment

Overview:

The purpose of the CCM Team Assignment is to provide students an opportunity to practice identifying
and reconciling business dilemmas. In addition, your team is asked to reflect on how a (servant)
leadership perspective may affect the well-being of the employees and all organizational stakeholders,
across different cultures, of the dilemma that you choose.

In your team you are asked to:
Identify one key or golden dilemma that (business) organization need to address, both today
and in the future.
Choose a company that is currently dealing with this dilemma in a practical way.
Analyze and explore the dilemma according to the 6 step approach to be provided in Seminar 1
Reflect on the dilemma from a leadership perspective.

Students are expected to incorporate content presented in the lectures, course literature, seminars
and the symposium Servant-Leadership Across the Arts into their final assignment report.


Peer review component:

During Seminar 3, each teams will present their own in-progress assignment to a paired
partner team for feedback and improvement.
In order for the two teams to be able to build on each others presentation during the seminar
you are expected to send the members of the other team your CCM Team Assignment-in-
progress by 6 May 2014.
The names and email addresses of partner team to be discussed during and posted after
Seminar 2 (17 April 2014).



Submission of CCM Team Assignments via Blackboard:

Deadlines:
1. May 6
th
2014 before 09.00 a.m. submit your draft Team Assignments to be presented during
Seminar 3 (schedule to be provided during the course).
2. May 16
th
2014 before 9.00 a.m. submit final Team Assignment via Blackboard to Safe
Assignments.
3. Written Exam: Currently scheduled for Friday, 23 May 2014, 15.00-18.00 please check your
Rooster for possible update.
4. Re-Exam: Currently scheduled for Thursday, July 3, 2014, 15.00-18.00 please check your
Rooster for possible update.