First cycle
degree courses
Second cycle
degree courses
Single cycle
degree courses
School of Economics and Political Science
BUSINESS ADMINISTRATION
Course unit
INTERCULTURAL MANAGEMENT, THEORY AND PRACTICE
ECO2048815, A.A. 2017/18

Information concerning the students who enrolled in A.Y. 2017/18

Information on the course unit
Degree course Second cycle degree in
BUSINESS ADMINISTRATION
EP2423, Degree course structure A.Y. 2017/18, A.Y. 2017/18
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Degree course track MANAGEMENT [002PD]
Number of ECTS credits allocated 6.0
Type of assessment Mark
Course unit English denomination INTERCULTURAL MANAGEMENT, THEORY AND PRACTICE
Department of reference Department of Economics and Management
Mandatory attendance No
Language of instruction English
Branch PADOVA
Single Course unit The Course unit CANNOT be attended under the option Single Course unit attendance
Optional Course unit The Course unit is available ONLY for students enrolled in BUSINESS ADMINISTRATION

Lecturers
No lecturer assigned to this course unit

ECTS: details
Type Scientific-Disciplinary Sector Credits allocated
Educational activities in elective or integrative disciplines SECS-P/10 Business Organisation 6.0

Mode of delivery (when and how)
Period Second semester
Year 1st Year
Teaching method frontal

Organisation of didactics
Type of hours Credits Hours of
teaching
Hours of
Individual study
Shifts
Lecture 6.0 42 108.0 No turn

Calendar
Start of activities 26/02/2018
End of activities 01/06/2018

Examination board
Board From To Members of the board
1 Commissione A.A. 2017/18 01/10/2017 30/09/2018 CAMPAGNOLO DIEGO (Presidente)
GIANECCHINI MARTINA (Membro Effettivo)
GUBITTA PAOLO (Membro Effettivo)

Syllabus
Prerequisites: Course held during the International Summer Program in China. Classes and exam: end of June - beginning of July. Course dedicated to selected students only.

FOR THE CORPORATE STRATEGY PART
The aim of the course is providing students with concepts and tools to manage the process of strategy formulation in line with the evolution of the competitive environment. Topics will include strategy formulation and monitoring, growth strategies and internationalization.
In details, contents of the course are the followings:
1. Basic concepts of strategy formulation (external and internal analysis)
2. Strategy formulation and monitoring
3. The issue of growth for SMEs
4. Organic growth
5. External growth: strategic alliances
6. External growth: merger and acquisitions
7. Internationalization processes
8. In-class case studies
9. Seminars by entrepreneurs and managers of SMEs

FOR THE INTERCULTURAL MANAGEMENT PART
Globalization and the corresponding internationalization of firms mandate that entrepre-neurs and managers learn how to analyse different countries and develop competences to conduct effective international relationships. In so doing, a thorough understanding of how national cultures affect organizations, behaviours and managerial processes is essential (inter-cultural or cross-cultural management).
This course is aimed at providing students with concepts and tools of the Intercultural Management practices with a specific focus on China.

The course will concentrate on the following topics:
• The meaning and dimensions of culture
• Managing Across Cultures
• Organizational Cultures and Diversity
• Cross-cultural Communication and Negotiation
• Strategies and Organizational Structures across cultures
• Managing decision and control processes across cultures
• HRM across cultures: selection, development, motivation and leadership
• China: institutional, cultural and social aspects
Target skills and knowledge: FOR THE CORPORATE STRATEGY PART
The course is organized in traditional lectures, in-class case studies and seminars hold by entrepreneurs and managers of SMEs who will discuss the strategies of growth of their firms. The objective providing theoretical concepts and real applications.
Textbooks and course materials:
Campagnolo D. (ed.), 2015, Corporate Strategy, ebook McGraw-Hill. This ebook is a sum of chapters and readings from the Create platform of McGraw-Hill.

Expected competences:
1. Strategy formulation and monitoring
2. How to plan strategic alliances
3. How to plan merger and acquisitions
4. how to plan an internationalization processes


FOR THE INTERCULTURAL MANAGEMENT PART
Traditional lectures will be complemented by case studies discussions and company visits (both in Italy and in China) aimed at providing practical applications of the tools and concepts discussed in class

• An e-book edited by McGraw-Hill through the Create service:
Campagnolo D., 2013, Intercultural Management: Theory and Practice, McGraw-Hill
(chapters are mainly from Luthans F., Doh J.P., International Management: Culture, Strategy, and Behavior, 8/e, McGraw-Hill).

Expected competences:
1. How to identify intercultural management issue
2. How to communicate and negotiate in a intercultural contex
3. How to design organizational strutures for international development
4. Knowing the HRM issues in an intercultural context
Examination methods: FOR THE CORPORATE STRATEGY PART
Final written exam (80%) based on the discussion on a case study and Group Assignment (20%)

FOR THE INTERCULTURAL MANAGEMENT PART
Final written exam (multiple choice questions) and a project workd
Assessment criteria: Final writtne exam, project work and in-class participation
Textbooks (and optional supplementary readings)