• Demonstrate knowledge of key concepts and theories and their relevance for the ongoing globalization process.
• Identify and explain the implications of intercultural situations by making reasoned choices for approaches, models and concepts used.
• Analyze and suggest ways to manage intercultural conflicts involving employees within organizations.
• Demonstrate transcultural competence by evaluating intercultural communication situations and suggesting linguistic and communicative strategies for the parties involved.
• Formulate theoretical and analytical points clearly and correctly, while observing academic conventions with respect to style, argumentation, references, etc.

The overall objective of the course is to give the student knowledge and understanding of how communication is related to culture and what this implies for intercultural communication and management in an increasingly globalized world. The other objective is that the student becomes able to apply his or her intercultural understanding in communicating.

The objectives are achieved through the study of relevant modern literature, examples of practice and cases.

The course is structured around 6 topics/modules, where each module contains a lecture class and a case-based seminar class. 

1. Globalization & intercultural communication

2. Value orientations

3. Intercultural verbal communication

4. Intercultural nonverbal communication

5. Intercultural conflict management

6. Responsible global management

Textbook:

Ting-Toomey, S. (1999/2012). Communicating across cultures. Guilford Press. http://www.guilford.com/books/Communicating-Across-Cultures/Stella-Ting-Toomey/9781572304451

Readings:

Donaldson, T. (1996). Values in tension: Ethics away from home. Harvard Business Review, 74(5), 48-62.

Friedman, T. L. (2005, April 3). It’s a flat world, after all. The New York Times. 

Gladwell, M. (2008). Outliers: The story of success (pp. 177-233).  New York, NY: Little Brown and Company. 

Griffin, E. (2003). A first look at communication theory (4th edition; pp. 407-420). Boston, NY: McGraw-Hill. 

Hall, E. T. (1998). The power of hidden differences. In M. J. Bennett (Ed.), Basic concepts of intercultural communication: Selected readings (pp. 53-67). Boston, MA: Intercultural Press.

Hooker, J. (2009). Corruption from a cross-cultural perspective. Cross-Cultural Management: An International Journal, 16(3), 251-267.

Johnstone, B. (1989). Linguistic strategies and cultural styles for persuasive discourse”. In  S. Ting-Toomey & F. Korzenny (Eds.), .Language, communication, and culture: Current directions (pp. 139-156). Beverly Hills, CA: Sage.

Just, S. (2004). Communicative prerequisites for diversity—protection of difference or promotion of commonality. Intercultural Communication, 7. 

Lagace, M. (2007, October 15). Businesses beware: The world is not flat. (Q&A with Pankaj Ghemawat). HBS Working Knowledge.

Meyerson, D., & Martin, J. (1987). Cultural change: An integration of three different views. Journal of Management Studies, 24(6), 623-647. 

Ting-Toomey S. & J.G.Oetzel (2001). Managing intercultural conflict effectively (pp. 101-109 & pp. 137-150). Thousand Oaks, CA: Sage Publications. 

Tomlinson, J. (1999): Globalization and culture (pp. 1-31). Cambridge, UK: Polity Press.

Von Glinow, M. A., Shapiro, D. L., & Brett, J. M. (2004). Can we talk, and should we? Managing emotional conflict in multicultural teams. Academy of Management Review, 29(4), 578-592.

Cases:

Students are required to purchase some cases from http://www.thecasecentre.org/ . Other case/exercise materials will be uploaded on LEARN.