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 (MOD. A)
EPP4068025, A.A. 2016/17

Information concerning the students who enrolled in A.Y. 2016/17

Information on the course unit
Degree course Second cycle degree in
BUSINESS ADMINISTRATION
EP1981, Degree course structure A.Y. 2013/14, A.Y. 2016/17
N0
bring this page
with you
Number of ECTS credits allocated 6.0
Type of assessment Mark
Course unit English denomination INTERCULTURAL MANAGEMENT, THEORY AND PRACTICE (MOD. A)
Department of reference Department of Economics and Management
Mandatory attendance No
Language of instruction English
Branch PADOVA

Lecturers
Teacher in charge DIEGO CAMPAGNOLO SECS-P/10

Integrated course for this unit
Course unit code Course unit name Teacher in charge
EPP4068024 EXAMINATION: INTERCULTURAL MANAGEMENT, THEORY AND PRACTICE AND CORPORATE STRATEGY DIEGO CAMPAGNOLO

Mutuated
Course unit code Course unit name Teacher in charge Degree course code
ECO2048815 INTERCULTURAL MANAGEMENT, THEORY AND PRACTICE DIEGO CAMPAGNOLO EP1981

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

Course unit organization
Period Second semester
Year 1st Year
Teaching method frontal

Type of hours Credits Teaching
hours
Hours of
Individual study
Shifts
Lecture 6.0 42 108.0 No turn

Calendar
Start of activities 27/02/2017
End of activities 09/06/2017
Show course schedule 2017/18 Reg.2013 course timetable

Examination board
Examination board not defined

Syllabus

Common characteristics of the Integrated Course unit

Prerequisites: 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
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 written exam, project work and in-class participation

Specific characteristics of the Module

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

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
Planned learning activities and teaching methods: 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
Additional notes about suggested reading: FOR THE INTERCULTURAL MANAGEMENT PART
Final written exam (multiple choice questions) and a project workd
Textbooks (and optional supplementary readings)
  • Campagnolo D., Intercultural Management: Theory and Practice,. --: McGraw-Hill, 2013. Book created through the CREATE service of McGraw-Hill