| 授業名 | Introduction to BBA (Cross Cultural Management) |
|---|---|
| Course Title | Introduction to BBA (Cross Cultural Management) |
| 担当教員 Instructor Name | Rebecca Chunghee Kim |
| コード Couse Code | NUC036_N24B |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | On Campus |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 科目区分 Course Category | 専門教育科目200系 / Specialized Subject 200 |
| 学位 Degree | BSc |
| 開講情報 Terms / Location | 2024 UG Nisshin Term4 |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
This course aims to develop the awareness, skills and knowledge required by potential international leaders who possess a ‘Frontier Spirit” seeking to work with a wide range of people from all over the world.
授業の目的（意義） / Importance of this course
The course aims to build on students’ understanding of the fundamentals of international management by increasing awareness and understanding of the soft skills in international management, particularly those relating to cross-cultural management.
到達目標 / Achievement Goal
The class has three main parts:
Part 1 focuses on conceptual notions of culture. The meaning of culture is explored by drawing on a range of national culture models and studies. These frameworks can be applied not only to national culture, but also to other cultural spheres – regional, industry, corporate and functional / professional.
Part 2 examines how national culture influences management practice. In particular the focus will be on the influence of national culture on the development and transfer of a wide range of HRM practices e.g. How do human resource management practices differ across countries and why? What are the possible underlying cultural reasons for these differences? The influence of national culture on aspects of organization structure will also be examined. A range of areas in international management will be reviewed including leadership, decision-making, work and motivation, and negotiating across cultures.
Part 3 focuses on how to manage cultural differences more effectively. The emphasis will be on how individuals, teams and organizations manage these cultural differences. A key theme will be comparative management, analysing the similarities and differences between management and business systems across countries and between different types of enterprise (including comparative Asia-West management systems).
Part 1 focuses on conceptual notions of culture. The meaning of culture is explored by drawing on a range of national culture models and studies. These frameworks can be applied not only to national culture, but also to other cultural spheres – regional, industry, corporate and functional / professional.
Part 2 examines how national culture influences management practice. In particular the focus will be on the influence of national culture on the development and transfer of a wide range of HRM practices e.g. How do human resource management practices differ across countries and why? What are the possible underlying cultural reasons for these differences? The influence of national culture on aspects of organization structure will also be examined. A range of areas in international management will be reviewed including leadership, decision-making, work and motivation, and negotiating across cultures.
Part 3 focuses on how to manage cultural differences more effectively. The emphasis will be on how individuals, teams and organizations manage these cultural differences. A key theme will be comparative management, analysing the similarities and differences between management and business systems across countries and between different types of enterprise (including comparative Asia-West management systems).
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG7 International Perspectives (BA)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG7 International Perspectives (BA)
受講後得られる具体的スキルや知識 Learning Outcomes
Upon completing this course students should be able to get:
Subject specific knowledge and skills
A1: Knowledge of the importance of cross-cultural management, and of the major theoretical and empirical studies comparing cultures.
A2: Understanding a range of international management practices and how culture impacts upon them: work, motivation, performance appraisal, leadership, cross-cultural communication and decision-making, negotiation and trust, conflict and dispute resolution, ethics.
A3: Knowledge of comparative management models and their implications for management in different national / regional contexts.
Cognitive abilities and non-subject specific skills
B1: The ability to analyse and critique theory and research on national cultures, and to convert theory and research into practice.
B2: The development of international management skills and competences through exercises and role-plays.
B3: Skills in analysis and solution formulation through case studies.
B4: Report writing expertise.
B5: Group working and presentation skills.
B6: Skills of synthesis and argument.
Subject specific knowledge and skills
A1: Knowledge of the importance of cross-cultural management, and of the major theoretical and empirical studies comparing cultures.
A2: Understanding a range of international management practices and how culture impacts upon them: work, motivation, performance appraisal, leadership, cross-cultural communication and decision-making, negotiation and trust, conflict and dispute resolution, ethics.
A3: Knowledge of comparative management models and their implications for management in different national / regional contexts.
Cognitive abilities and non-subject specific skills
B1: The ability to analyse and critique theory and research on national cultures, and to convert theory and research into practice.
B2: The development of international management skills and competences through exercises and role-plays.
B3: Skills in analysis and solution formulation through case studies.
B4: Report writing expertise.
B5: Group working and presentation skills.
B6: Skills of synthesis and argument.
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 10 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 90 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Students must be curious about:
• Country differences
• Management across cultures
• Dialogue with various stakeholders around the globe
• Sustainable leadership of international business
Preparation report:
Students should familiarise themselves with the cases and be ready for classroom debates.
Student should submit the preparation report (i.e., (1) critical understanding of the cases (1 page); and (2) expected key takeaways from the cases (1 page)).
Submission method : via Google Classroom.
Submission deadline: Before the class begin (7:00am for each class day).
Final Report
The case for the final report will be announced ahead of the submission deadline to give you some time to familiarize yourself with the decision-making scenario.
Submission method: via Google Classroom.
*It is your responsibility to familiarise yourself fully with University Regulations concerning plagiarism and other forms of unacceptable and unfair practice.
*Some cases may be changed before the course starts.
• Country differences
• Management across cultures
• Dialogue with various stakeholders around the globe
• Sustainable leadership of international business
Preparation report:
Students should familiarise themselves with the cases and be ready for classroom debates.
Student should submit the preparation report (i.e., (1) critical understanding of the cases (1 page); and (2) expected key takeaways from the cases (1 page)).
Submission method : via Google Classroom.
Submission deadline: Before the class begin (7:00am for each class day).
Final Report
The case for the final report will be announced ahead of the submission deadline to give you some time to familiarize yourself with the decision-making scenario.
Submission method: via Google Classroom.
*It is your responsibility to familiarise yourself fully with University Regulations concerning plagiarism and other forms of unacceptable and unfair practice.
*Some cases may be changed before the course starts.
授業スケジュール Course Schedule
第1日（Day1）
The Meaning of CultureManagement Across Cultures: Cultural Difference between Japan and the USA
●使用するケース
When Mr. Hiroto Meets James in the USA第2日（Day2）
Management Across Cultures: Cultural Difference between Japan and Europe●使用するケース
When Mr. Takahashi Meets Maria at a Business Dinner in France第3日（Day3）
Management Across Cultures: Cultural Difference among Asian Nations●使用するケース
How Can Mr. Tanaka Negotiate with Mr. Mohamad from Indonesia?: Diversity of Asia第4日（Day4）
International HRM StrategyInclusion and Diversity
●使用するケース
Tokyo Disneyland第5日（Day5）
Culture and Human Resource Management (International HRM)●使用するケース
Mr. Sato’s Living as an Expatriate in the UK: Tips for s Successful Location第6日（Day6）
Glocalization Failure●使用するケース
Failure of Walmart in South Korea: Glocalization Strategy第7日（Day7）
Comparative Management Systems●使用するケース
Japan-Germany Joint Venture成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 10 % |
| 授業内での挙手発言 Class Contribution | 50 % |
| クラス貢献度合計 Class Contribution Total | 60 % |
| 予習レポート Preparation Report | 10 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 30 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Preparation before class and active participation in both small group discussion and open class discussion are expected. The preparation report and the final report will be graded by the comprehensiveness and depth of arguments. The final course grading will follow a forced distributed curve when the number of participations is larger than 10.教科書 Textbook
- 「 」 （N/A）
参考文献・資料 Additional Readings and Resource
There is no set text but the course will draw upon contemporary research and writing.
授業調査に対するコメント Comment on Course Evaluation
Class discussion will follow a more structured and theoretically based manner.
担当教員のプロフィール About the Instructor
Rebecca Chunghee Kim, Ph.D. is Professor of Business Ethics and International Management at the NUCB Business School. She was a British Chevening scholar and a visiting scholar of University of California, Berkeley. Rebecca received her PhD degree (2009) from University of Strathclyde Business School, UK.
Specialized field and societal impact:
Rebecca is particularly interested in research on comparative and global CSR, ESG, and capitalism through active collaboration with scholars/practitioners from around the world. Her research interest also includes: UN SDGs; Inclusive Leadership; Family Business; and Institutional Theory. As a discussion-loving scholar, Rebecca has delivered speeches/guest lectures on international CSR and ESG in various nations including Japan, Korea, Malaysia, India, Indonesia, Vietnam, Philippines, Mongolia, UK and USA.
Selected Refereed Articles:
• (2022) Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR, Business Ethics, the Environment & Responsibility, 31(2), 346-362.
• (2022) Sanpo-Yoshi and Corporate Social Responsibility in Japan, Strategic Analysis, 46(4), 403–415.
• (2021) Interpretation and integration of “creating shared value” in Asia: implications for strategy research and practice, Asian Business & Management, 19, 379–406.
• (2018) The Korean Air Nut Rage Scandal: Domestic versus International Responses to a Viral Incident, Business Horizons], 61(4), 533-544.
• (2018) Can Creating Shared Value (CSV) and the United Nations Sustainable Development Goals (UN SDGs) Collaborate for a Better World? Insights from East Asia, Sustainability, 10(11), 4128.
Refereed Proceedings
• (2023) Retention of Millennial and Gen Z Employees: Does CSR Matters? 2023 AoM Conference Proceedings (Boston, USA)
• (2023) Revisiting Carroll’s Pyramid of CSR Model: How to Improve CSR Education in Multi-cultural Setting, 2023 European Academy of Management (EURAM) Conference Proceedings (Trinity Business School, Dublin, Ireland)
• (2022) Inclusive Leadership in Times of Crisis: The Messaging of Business Leaders Before and During the COVID-19 Pandemic”, 2022 EURAM Conference Proceedings (Zhaw School of Management and Law, Winterthur, Switzerland)
• (2021) Inclusive Leadership in a Time of Crisis: The Messaging of Business Leaders Before and During the COVID-19 Pandemic”, 47th EIBA Annual Conference 2021 (Madrid, Online)
• (2021) Distortions of Capitalism and Corporate Social Responsibility: 5 Ways To Reinvent CSR” 2021 EURAM Annual Conference Proceedings (University of Quebec, Online)
（実務経験 Work experience）
Previously, Rebecca taught at Ritsumeikan Asia Pacific University, University of Nottingham, University of Strathclyde, and University of Edinburgh. Prior to entering academia, she worked in the fields of foreign diplomacy, government, NGO and CSR consulting business as a professional of international relations for twelve years.
Refereed Articles
- (2024) Re-envisioning Corporate Social Responsibility Education from a Multicultural Perspective: From Pyramid to Hourglass. The International Journal of Management Education 22(3):
- (2022) Sanpo-Yoshi and Corporate Social Responsibility in Japan. Strategic Analysis 46(4):
- (2022) Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR. Business Ethics, the Environment & Responsibility 31(2):
- (2020) Interpretation and integration of “creating shared value” in Asia: implications for strategy research and practice. Asian Business & Management 19
Refereed Proceedings
- (2024). Values Above the Shareholder-Stakeholder Twist: Why do Asian Top Business Leaders Speak Differently?. AOM Proceedings .Academy of Management (AOM) 2024 Annual Meeting Chicago. 1. 2. Chicago
- (2024). How to Improve CSR Education in Multicultural Settings: Questioning Carroll’s Pyramid of CSR Model. AOM Proceedings .Academy of Management (AOM) 2024 Annual Meeting Chicago. 1. 2. Chicago
- (2024). We Are a Family, Not a Business: Can’t Family Business Be Sustainable “Across” Generations?. AOM Proceedings .Academy of Management (AOM) 2024 Annual Meeting Chicago. 1. 2. Chicago
- (2023). Retention of Millennial and Gen Z Employees: Does CSR Matter?. 2023 AoM Proceedings .2023 Academy of Management (AoM) Conference . 1. 2. Boston, USA