Bice DELLA PIANA | CROSS CULTURAL MANAGEMENT (ENGLISH)
Bice DELLA PIANA CROSS CULTURAL MANAGEMENT (ENGLISH)
cod. 0212700103
CROSS CULTURAL MANAGEMENT (ENGLISH)
| 0212700103 | |
| DIPARTIMENTO DI SCIENZE AZIENDALI - MANAGEMENT & INNOVATION SYSTEMS | |
| CORSO DI LAUREA | |
| ECONOMIA E MANAGEMENT | |
| 2015/2016 |
| ANNO CORSO 2 | |
| ANNO ORDINAMENTO 2014 | |
| SECONDO SEMESTRE |
| SSD | CFU | ORE | ATTIVITÀ | |
|---|---|---|---|---|
| SECS-P/08 | 10 | 30 | LEZIONE |
| Obiettivi | |
|---|---|
| NEGLI ULTIMI DECENNI, LA CRESCENTE INTERNAZIONALIZZAZIONE DELL’ECONOMIA E LA COLLEGATA GLOBALIZZAZIONE DELLA COMPETIZIONE HA GENERATO UN FORTE INTERESSE DELLA RICERCA NEL CAMPO DEL MANAGEMENT INTERNAZIONALE E, IN PARTICOLARE, NELLA COMPARAZIONE DELLE PRATICHE MANAGERIALI TRA DIFFERENTI CULTURE E NAZIONI (WERNER, 2002; TSUI ET AL., 2007). RECENTI STUDI EVIDENZIANO L’IMPATTO DEI CORSI DI CROSS-CULTURAL MANAGEMENT SULLA QUELLA CHE VIENE DEFINITA CULTURAL INTELLIGENCE (CQ) OSSIA LE ABILITÀ E LE COMPETENZE CHE EFFICACEMENTE CONSENTONO DI GESTIRE L’INTERAZIONE IN SITUAZIONI CROSS-CULTURAL (EISENBERG ET AL. 2013). OBIETTIVO DEL CORSO È, IN GENERALE, QUELLO DI INCREMENTARE LA CONSAPEVOLEZZA DELLA NECESSARIA DOTAZIONE DI CONOSCENZE IN TALE AMBITO E, PIÙ IN DETTAGLIO, DI INCREMENTARE LA CULTURAL INTELLIGENCE DEGLI STUDENTI. |
| Prerequisiti | |
|---|---|
| E’ CONSIDERATO UN PREREQUISITO (FACOLTATIVO) AVER SEGUITO IL CORSO DI ECONOMIA E GESTIONE DELLE IMPRESE. |
| Contenuti | |
|---|---|
| IL CORSO SI ARTICOLA IN TRE PARTI. LA PRIMA PARTE PONE I FONDAMENTI DEL CROSS-CULTURAL MANAGEMENT. ESSA NE EVIDENZIA L’EVOLUZIONE STORICA, SOTTOLINEANDONE ALTRESÌ LA RINNOVATA IMPORTANZA CHE SCATURISCE DALLA RECENTE INTERNAZIONALIZZAZIONE DELL’ECONOMIA E DALLA CRESCENTE GLOBALIZZAZIONE DEI MERCATI E DEI COMPORTAMENTI STRATEGICI DELLE IMPRESE (10 ORE). LA SECONDA PARTE È VOLTA A DECLINARE L’IMPORTANZA DEL CROSS-CULTURAL MANAGEMENT ATTRAVERSO L’ANALISI DELLE PROBLEMATICHE CROSS-CULTURAL EVIDENZIABILI IN RAPPORTO ALLE SEGUENTI TEMATICHE: LA FORMULAZIONE DELLE STRATEGIE INTERNAZIONALI; IL GOVERNO DELLE ALLEANZE STRATEGICHE OLTRE CONFINE; L’EFFICACIA DEI PROCESSI DI NEGOZIAZIONE CROSS-CULTURAL; L’INFLUENZA DELLA CULTURA SUI PROCESSI DI INNOVAZIONE A LIVELLO IMPRESA; L’INTELLIGENZA CULTURALE ED IL TRAINING PER IL SUO POTENZIAMENTO (12 ORE). LA TERZA PARTE SI FOCALIZZA SULLE COMPETENZE NECESSARIE AD UN LEADER CHE AMBISCE A SAPER GESTIRE L’INTERAZIONE TRA OPERATORI DI CULTURA DIVERSA. IN PARTICOLARE, QUESTA PARTE METTE A FUOCO LE DIMENSIONI CULTURALI SULLA BASE DELLE QUALI È POSSIBILE “LEGGERE” I COMPORTAMENTI DELLE IMPRESE LOCALIZZATE IN DIVERSI PAESI DEL MONDO; ESSA INTENDE, ALTRESÌ, RICORRERE A DIVERSE FONTI INFORMATIVE PER L’ANALISI DELLE PROBLEMATICHE CROSS-CULTURAL DAL PUNTO DI VISTA PRATICO (8 ORE). |
| Metodi Didattici | |
|---|---|
| LEZIONI FRONTALI, APPLICATIVE E INTERATTIVE. GRUPPI DI LAVORO BASATI SUI CULTURAL CLUSTER. |
| Verifica dell'apprendimento | |
|---|---|
| L’ESAME CONSISTE DI: -PROVA ORALE (60%) -REPORT INDIVIDUALI-PROGETTO X-CULTURE (40%) IL MATERIALE PER L’ESAME È BASATO SULLA LETTERATURA INDICATA NEL PROGRAMMA, SUL MATERIALE CONSEGNATO IN AULA, SUI CASI E SULLE TESTIMONIANZE. |
| Testi | |
|---|---|
| CAPALDO A., DELLA PIANA B., MONTELEONE M., SERGI B., 2012. CROSS-CULTURAL MANAGEMENT: A MOSAIC OF WORDS AND CONCEPTS, MCGRAWHILL, PP. 1-170. ISBN: 9788838690693. RICART, J.E., ENRIGHT, M.J., GHEMAWAT, P., HART, S.L., KHANNA, T., 2004. “NEW FRONTIERS IN INTERNATIONAL STRATEGY”, JOURNAL OF INTERNATIONAL BUSINESS STUDIES, VOL. 35, 175–200. YU, T., SUBRAMANIAM, M., CANNELLA, A.A., 2013. “COMPETING GLOBALLY, ALLYING LOCALLY: ALLIANCES BETWEEN GLOBAL RIVALS AND HOST-COUNTRY FACTORS”, JOURNAL OF INTERNATIONAL BUSINESS STUDIES VOL. 44, 117-137. DELLA PIANA, B., TESTA, M., 2009. “L’EFFICACIA DEI PROCESSI DI NEGOZIAZIONE CROSS-CULTURAL NEI BUSINESS INTERNAZIONALI”, SVILUPPO & ORGANIZZAZIONE VOL. 235, 40-59. VECCHI, A., BRENNAN, L., 2009. “A CULTURAL PERSPECTIVE OF INNOVATION”. RESEARCH IN INTERNATIONAL BUSINESS AND FINANCE, VOL. 23, NO. 2: 181-192. CERRATO, D., 2009. “DOES INNOVATION LEAD TO GLOBAL ORIENTATION? EMPIRICAL EVIDENCE FROM A SAMPLE OF ITALIAN FIRMS”, EUROPEAN MANAGEMENT JOURNAL, VOL. 27: 305– 315. EARLEY, P. C., MOSAKOWSKI, E., 2004. “CULTURAL INTELLIGENCE”, HARVARD BUSINESS REVIEW, VOL.1, PP. 1-8. LITTRELL, L.N., SALAS, E., 2005. “A REVIEW OF CROSS-CULTURAL TRAINING: BEST PRACTICES, GUIDELINES, AND RESEARCH NEEDS”, HUMAN RESOURCE DEVELOPMENT REVIEW, VOL. 4, NO. 3, PP. 305-334. ALON, I., HIGGINS, J.M., 2005. GLOBAL LEADERSHIP SUCCESS THROUGH EMOTIONAL AND CULTURAL INTELLIGENCES, BUSINESS HORIZONS, VOL. 48, PP. 501-512. HOUSE, R., JAVIDAN, M., HANGES, P., DORFMAN, P. (2002), “UNDERSTANDING CULTURES AND IMPLICIT LEADERSHIP THEORIES ACROSS THE GLOBE: AN INTRODUCTION TO PROJECT GLOBE”, JOURNAL OF WORLD BUSINESS, VOL. 37, ISSUE 1, PP. 3–10. |
| Altre Informazioni | |
|---|---|
| X-CULTURE IS A GREAT OPPORTUNITY TO GAIN INTERNATIONAL COLLABORATION EXPERIENCE AND EXPAND YOUR PROFESSIONAL AND PERSONAL NETWORK. TYPES OF X-CULTURE TRAINEES AFFILIATED STUDENTS: MOST X-CULTURE TRAINEES ARE STUDENTS WHO TAKE A COURSE AT THEIR UNIVERSITY WHERE X-CULTURE IS A REQUIRED OR OPTIONAL PART OF THE COURSE. THESE TRAINEES TO NOT NEED TO SUBMIT INDIVIDUAL X-CULTURE APPLICATIONS AND PAY THE PARTICIPATION FEE - THE APPLICATION AND THE PARTICIPATION FEE WILL BE COVERED BY THEIR COURSE INSTRUCTOR. UNAFFILIATED PROFESSIONALS: A SIZABLE PORTION OF X-CULTURE TRAINEES ARE PROFESSIONALS SEEKING TO GAIN INTERNATIONAL PROJECT MANAGEMENT SKILLS AND OBTAIN THE X-CULTURE GLOBAL COLLABORATION CERTIFICATE. TRAINEES OF THIS TYPE ARE USUALLY EMPLOYED PROFESSIONALS. HOWEVER, SOME ARE STUDENTS AT UNIVERSITIES THAT DO NOT OFFER X-CULTURE TRAINING. UNAFFILIATED PROFESSIONALS NEED TO SUBMIT THEIR INDIVIDUAL APPLICATIONS DIRECTLY TO X-CULTURE. PARTICIPATION IN X-CULTURE REQUIRES A CONSIDERABLE INVESTMENT OF TIME AND RESOURCES. OUR TRAINEES COME FROM LEADING UNIVERSITIES AND COMPANIES AROUND THE WORLD AND THEY HAVE VERY HIGH EXPECTATIONS FOR THEIR TEAMMATES. X-CULTURE STUDENTS MOST X-CULTURE TRAINEES ARE STUDENTS WHO TAKE A COURSE AT THEIR UNIVERSITY WHERE X-CULTURE IS A REQUIRED OR OPTIONAL PART OF THE COURSE. THESE TRAINEES TO NOT NEED TO SUBMIT INDIVIDUAL X-CULTURE APPLICATIONS AND PAY THE PARTICIPATION FEE -THE APPLICATION AND THE PARTICIPATION FEE WILL BE COVERED BY THEIR COURSE INSTRUCTOR. TO ENSURE ALL STUDENTS COME IN PREPARED, BEFORE PLACED ON TEAMS, EACH STUDENT MUST COMPLETE THE PRE-PROJECT TRAINING AND PASS A READINESS TEST. THE PRE-PROJECT TRAINING MODULE CONSISTS OF A TEXT DOCUMENT WITH SCREEN SHOTS AND VISUALS AND LINKS TO ONLINE VIDEOS. ABOUT FOUR DAYS BEFORE THE OFFICIAL PROJECT START, YOU WILL RECEIVE AN EMAIL WITH YOUR PERSONALIZED LINK TO THE X-CULTURE READINESS TEST. ONLY AFTER YOU SUCCESSFULLY COMPLETE THE TRAINING TEST WILL YOU BE PLACED ON A TEAM AND CAN START WORKING ON THE PROJECT. TEAM: YOU WILL BE WORKING WITH STUDENTS FROM OTHER COUNTRIES IN A GLOBAL VIRTUAL TEAM (GVT) OVER THE PERIOD OF ABOUT TWO MONTHS. THE NAMES AND CONTACTS OF YOUR TEAM MEMBERS WILL BE EMAILED TO YOU ON THE DAY OF THE PROJECT START. EACH TEAM WILL BE COMPRISED OF 5-7 STUDENTS FROM DIFFERENT COUNTRIES. TASK: THE TASK IS TO DEVELOP AN ECONOMICALLY VIABLE INTERNATIONAL BUSINESS PROPOSAL FOR A COMPANY OF YOUR TEAM’S CHOICE. THE DETAILED OF THE PROPOSAL MUST BE PROVIDED IN A TEAM REPORT FOLLOWING THE REPORT OUTLINE PROVIDED BELOW. COMMUNICATION AND COORDINATION: IT IS UP TO THE TEAMS TO DECIDE ON TEAM LEADERSHIP, COMMUNICATION MODE, WORKLOAD DISTRIBUTION AND COORDINATION. GOOGLE DOCS, GOOGLE+, DROPBOX, FACEBOOK, DOODLE AND MORE: THE TEAM CAN CHOOSE TO USE ANY OR NONE OF THESE TOOLS, OR ANY OTHER ONLINE COLLABORATION TOOLS. AWARDS :PARTICIPANTS WHO SUCCESSFULLY COMPLETE THE PROJECT WILL RECEIVE X-CULTURE GLOBAL COLLABORATION CERTIFICATES. |
BETA VERSION Fonte dati ESSE3 [Ultima Sincronizzazione: 2016-09-30]
