| 授業名 | Cross Cultural Management |
|---|---|
| Course Title | Cross Cultural Management |
| 担当教員 Instructor Name | Rebecca Chunghee Kim |
| 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 |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2026 UG Nisshin Term1 |
| コード Couse Code | NUC417_N26A |
授業の概要 Course Overview
Mission 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. Guided by a "Frontier Spirit," students will learn to operate cross-culturally with multi-sided understanding and a deep respect for diversity.
授業の目的（意義） / Importance of this course
"Don't just travel the world—understand it."
GBBA and Japanese undergraduate students study together in this specially designed cross-cultural collaborative program. Focused on diversity and mutual understanding, the curriculum requires students to work in integrated groups with peers from various cultural backgrounds.
GBBA and Japanese undergraduate students study together in this specially designed cross-cultural collaborative program. Focused on diversity and mutual understanding, the curriculum requires students to work in integrated groups with peers from various cultural backgrounds.
学修到達目標 / Achievement Goal
The class has three main parts:
Part 1: Conceptual Notions of Culture
Explores the meaning of culture through a range of national models. The course builds on the fundamentals of international management by increasing awareness of "soft skills," particularly those essential to cross-cultural navigation.
Part 2: Cultural Influence on Management Practice
Examines how national culture impacts the development and transfer of international management practices. Topics include variations in Human Resource Management, organizational structures, leadership, decision-making, motivation, and cross-cultural negotiation.
Part 3: Managing Cultural Differences Effectively
Focuses on how individuals, teams, and organizations navigate cultural friction. A key theme is Comparative Management, analyzing similarities and differences between global business systems, including Comparative Asia-West management models.
Part 1: Conceptual Notions of Culture
Explores the meaning of culture through a range of national models. The course builds on the fundamentals of international management by increasing awareness of "soft skills," particularly those essential to cross-cultural navigation.
Part 2: Cultural Influence on Management Practice
Examines how national culture impacts the development and transfer of international management practices. Topics include variations in Human Resource Management, organizational structures, leadership, decision-making, motivation, and cross-cultural negotiation.
Part 3: Managing Cultural Differences Effectively
Focuses on how individuals, teams, and organizations navigate cultural friction. A key theme is Comparative Management, analyzing similarities and differences between global business systems, including Comparative Asia-West management models.
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
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
受講後得られる具体的スキルや知識 Learning Outcomes
Upon successful completion of this course, students will acquire:
Subject-Specific Knowledge and Skills
A1: Comprehensive knowledge of cross-cultural management theory and major empirical comparative studies.
A2: Understanding of how culture impacts management practices, including performance appraisal, communication, trust, and conflict resolution.
A3: Expertise in comparative management models and their implications within diverse national and regional contexts.
Cognitive Abilities and General Skills
B1: The ability to critique cultural theory and translate research into practical application.
B2: Enhanced international management competencies through role-plays and interactive exercises.
B3-B4: Advanced skills in case study analysis, solution formulation, and professional report writing.
B5–B6: Mastery of cross-cultural teamwork, presentation skills, and logical argumentation.
Subject-Specific Knowledge and Skills
A1: Comprehensive knowledge of cross-cultural management theory and major empirical comparative studies.
A2: Understanding of how culture impacts management practices, including performance appraisal, communication, trust, and conflict resolution.
A3: Expertise in comparative management models and their implications within diverse national and regional contexts.
Cognitive Abilities and General Skills
B1: The ability to critique cultural theory and translate research into practical application.
B2: Enhanced international management competencies through role-plays and interactive exercises.
B3-B4: Advanced skills in case study analysis, solution formulation, and professional report writing.
B5–B6: Mastery of cross-cultural teamwork, presentation skills, and logical argumentation.
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 | 0 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 100 % |
| 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
Requirements & Expectations
Collaborative Mindset: Students must be prepared to collaborate with an open mind and multi-sided understanding.
Cross-Faculty Collaboration: You will work alongside students from outside the Global BBA program, including Japanese undergraduate peers.
Language Environment: This is a mixed-proficiency environment where English levels will vary.
Student Responsibility: A central takeaway is the ability to listen, understand and respect cultural differences. Participants must be willing to support classmates with varying language abilities and adapt their communication styles to ensure team success.
Preparation report:
Students should familiarise themselves with the cases and be ready for classroom debates.
Student should submit the preparation report via Google Classroom.
Submission deadline: Before the class begin (12:00PM for each class day).
Final Case Study Report (Individual)
Deadline : To be announced during the class.
Submission method: via Google Classroom.
Final Presentation (Group)
The specific requirements and details regarding the group presentation will be formally announced and explained during the course.
*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.
Collaborative Mindset: Students must be prepared to collaborate with an open mind and multi-sided understanding.
Cross-Faculty Collaboration: You will work alongside students from outside the Global BBA program, including Japanese undergraduate peers.
Language Environment: This is a mixed-proficiency environment where English levels will vary.
Student Responsibility: A central takeaway is the ability to listen, understand and respect cultural differences. Participants must be willing to support classmates with varying language abilities and adapt their communication styles to ensure team success.
Preparation report:
Students should familiarise themselves with the cases and be ready for classroom debates.
Student should submit the preparation report via Google Classroom.
Submission deadline: Before the class begin (12:00PM for each class day).
Final Case Study Report (Individual)
Deadline : To be announced during the class.
Submission method: via Google Classroom.
Final Presentation (Group)
The specific requirements and details regarding the group presentation will be formally announced and explained during the course.
*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）
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）
Global Human Resource Management (HRM) Strategy●使用するケース
Tokyo Disneyland第5日（Day5）
Working Cross Culturally in Japan: Beyond Cultural Differences●使用するケース
Navigating Cross-Culturally: Alex at Ohayo Insurance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 cultures●使用するケース
Alex's Dilemma in Sakura Insurance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。
Class Contribution (70%): Large class participation & contribution (50%) & Group project (20%)
Peer Assessment (5%): To ensure fairness in collaborative work and maintain a "no free-rider" policy, a mandatory peer review will be conducted during the final class of the course.
Individual written Assignments (25%): The Preparation Report and the Final Report will be graded based on the comprehensiveness and depth of arguments, as determined by the instructor’s academic judgment.
*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 | 0 % |
| 授業内での挙手発言 Class Contribution | 70 % |
| クラス貢献度合計 Class Contribution Total | 70 % |
| 予習レポート Preparation Report | 5 % |
| 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 | 20 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 5 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Grade DistributionClass Contribution (70%): Large class participation & contribution (50%) & Group project (20%)
Peer Assessment (5%): To ensure fairness in collaborative work and maintain a "no free-rider" policy, a mandatory peer review will be conducted during the final class of the course.
Individual written Assignments (25%): The Preparation Report and the Final Report will be graded based on the comprehensiveness and depth of arguments, as determined by the instructor’s academic judgment.
配布教材と教室における電子機器の利用マナーについて Guidelines for Classroom Technology and Proper Use of Course Materials
- ケースメソッド教育の中核は、積極的な参加と知識の共有です。この教育を支えるため参加者は授業中の電子機器（例：スマートフォン、ノートパソコン）の使用を制限するよう求められます。許可を得た場合でも、教室内では電子機器は、ケース討議に資する目的でのみ使用してください。授業中は、たとえケース討議に関連していても、検索エンジンや生成AIの使用は避けて下さい。
- 配布教材（ケースを含む）は指定された授業への参加以外の目的で利用しないで下さい。著者の権利、著作権、特定情報の機密性を保護するため、許可なく教材を個人や組織（生成AI を含む）に提供することはできません。このルールは、印刷物・電子教材のいずれにも適用されます。
- 詳細は「教室における電子機器の利用マナー・教材の適切な利用に関するガイドライン」を確認のうえ、教員の指示に従い、責任をもって遵守してください。
- Active participation and shared learning is at the core of the case method learning.Participants are asked to limit their use of electronic devices (e.g., laptops, smartphones) during classroom sessions in support of this model. Even with permission granted, devices should only be used in the classroom in service to the case discussion. Online searches and generative AI tools, even if related to the case discussion, are discouraged while class is in session.
- Students are prohibited from using the course materials (including cases) distributed by the university for any purpose other than participation in the designated class.Students must not input, process or test course materials with any artificial intelligence (AI) tools, bots, software, or platforms without the author’s permission. These actions violate the terms of use for the course materials and may also constitute copyright infringement.
- Please refer to the "Classroom Technology Guidelines / Guidelines for Properly Using Course Materials” for details, and follow the instructor’s directions. You are expected to comply with these guidelines responsibly.
教科書 Textbook
- .「A textbook is not necessary for this course」.（.）
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
Active and collaborative participation with students from diverse cultural backgrounds throughout the entire course is the primary requirement for achieving the highest credit. Consistently demonstrating an inclusive mindset and contributing to the success of your peers is essential for high performance in this program.
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
- (2025) Inclusive Leadership in a Turbulent Global World: A Systematic Review and Future Research Directions. Advances in Global Leadership 16(151-166): 978-1-83662-289-5
- (2025) Inclusive leadership in times of global crisis: How CEOs of multinational enterprises responded to COVID-19. Critical Perspectives on International Business 21(2): 1742-2043
- (2024) Re-envisioning Corporate Social Responsibility Education from a Multicultural Perspective: From Pyramid to Hourglass. The International Journal of Management Education 22(3): 1472-8117
- (2022) Sanpo-Yoshi and Corporate Social Responsibility in Japan. Strategic Analysis 46(4): 0970-0161
- (2022) Rethinking corporate social responsibility under contemporary capitalism: Five ways to reinvent CSR. Business Ethics, the Environment & Responsibility 31(2): 2694-6424
Refereed Proceedings
- (2025). Teaching the UN SDGs Using Project-Based Learning to Address Global Challenges in Business Schools. AoM Proceedings .2025 AoM (Academy of Management) Conference . 1. 3. Copenhagen, Denmark
- (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