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Intercultural Business Relations
Study Course Description
Course Description Statuss:Approved
Course Description Version:7.00
Study Course Accepted:02.02.2024 12:29:07
| Study Course Information | |||||||||
| Course Code: | SBUEK_102 | LQF level: | Level 7 | ||||||
| Credit Points: | 2.00 | ECTS: | 3.00 | ||||||
| Branch of Science: | Management; Business Management | Target Audience: | Business Management | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Renāte Cāne | ||||||||
| Study Course Implementer | |||||||||
| Structural Unit: | Faculty of Social Sciences | ||||||||
| The Head of Structural Unit: | |||||||||
| Contacts: | Dzirciema street 16, Rīga, szf rsu[pnkts]lv | ||||||||
| Study Course Planning | |||||||||
| Full-Time - Semester No.1 | |||||||||
| Lectures (count) | 6 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 12 | ||||
| Classes (count) | 4 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 8 | ||||
| Total Contact Hours | 20 | ||||||||
| Part-Time - Semester No.1 | |||||||||
| Lectures (count) | 4 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 8 | ||||
| Classes (count) | 2 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 4 | ||||
| Total Contact Hours | 12 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Successful completion of the course requires students to have preliminary knowledge in human resources management in the global environment and international marketing. | ||||||||
| Objective: | To look at different national and organisational cultural models, with a particular focus on the impact of culture on the organisational structure, development of strategy, management styles, decision-making, information and communication systems, and control mechanisms within companies. Particular attention in the course is paid to the organisation of negotiations in the intercultural business environment. The course helps students to acquire knowledge and practical skills in managing multicultural organisations and working with foreign partners. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Spheres of interaction between cultures. Culture classification. Stereotypes. Differences between national and organisational culture. | Lectures | 2.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | Examples of classification of national cultures: Hofstede, Schwartz, Trompenaars, GLOBE. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | G. Hofstede’s national cultural dimensions. | Lectures | 1.00 | auditorium | |||||
| 4 | Organising negotiations in the intercultural business environment. | Lectures | 2.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 5 | Intercultural business environment: impact of cultural differences on the negotiation process. | Classes | 1.00 | auditorium | |||||
| Topic Layout (Part-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Spheres of interaction between cultures. Culture classification. Stereotypes. Differences between national and organisational culture. | Lectures | 1.00 | auditorium | |||||
| 2 | Examples of classification of national cultures: Hofstede, Schwartz, Trompenaars, GLOBE. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | G. Hofstede’s national cultural dimensions. | Lectures | 1.00 | auditorium | |||||
| 4 | Organising negotiations in the intercultural business environment. | Lectures | 1.00 | auditorium | |||||
| 5 | Intercultural business environment: impact of cultural differences on the negotiation process. | Classes | 1.00 | auditorium | |||||
| Assessment | |||||||||
| Unaided Work: | Preparation for practical tasks during seminars, simulation of situations and business negotiations, group work, project development. | ||||||||
| Assessment Criteria: | Attendance of classes – 20%, group project – 30%, tests, exam – 50%. | ||||||||
| Final Examination (Full-Time): | Exam (Written) | ||||||||
| Final Examination (Part-Time): | Exam (Written) | ||||||||
| Learning Outcomes | |||||||||
| Knowledge: | Upon successful completion of the course, students have acquired knowledge and understanding of the nature of intercultural business relationships, the specifics of these relationships in different countries and regions of the world, the peculiarities of communication in the intercultural business environment, the intercultural communication process, the types, functions, structure, and management thereof. The course helps students gain knowledge of doing business in the global, intercultural business environment, taking into account the behavioural peculiarities of representatives of different cultures. | ||||||||
| Skills: | Upon successful completion of the course, students acquire the skills to recognise, understand and evaluate different business cultures of different countries and regions of the world, as well as to understand the causes and nature of these differences. Students know how to use the theoretical concept of intercultural relations and its elements in practical business. Students are able to independently analyse and evaluate the formation and maintaining of business relations with representatives of different cultures. | ||||||||
| Competencies: | Upon successful completion of the course, students have acquired the ability to put the knowledge about intercultural business relations gained in international business into practice and know how to apply this knowledge in an international business environment. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Adekola, A., Sergi B.S. Global business management: a cross-cultural perspective. Routledge, 2016, 297 pp. | ||||||||
| 2 | David, C. Thomas and Mark F. Peterson. Cross-Cultural Management: Essential Concepts. SAGE, 4th ed., 2018, 303 pp. | ||||||||
| 3 | Guffey M.E., Loewy, D. Essentials of Business Communication. 10th ed., 2014. | ||||||||
| 4 | Hofstede, G. Cultures and Organizations: Software of the Mind. MacGraw-Hill, 3rd ed., 2010, 577 pp. | ||||||||
| 5 | Trompenaars V., Hapmden-Turner Ch. Riding the Waves of Culture: understanding diversity in global business. McGraw-Hill, N.-Y., 3rd ed., 2012, 608 pp. | ||||||||
| 6 | Thompson, L. The Mind and Heart of the Negotiator. Upper Saddle River: Pearson Education International, 2005. | ||||||||
| 7 | Mouls, Dž. Biznesa kultūra un etiķete Eiropas valstīs. Rīga: Jāņa Rozes apgāds, 2003. | ||||||||
| 8 | Mead, R. International Management: cross-cultural dimensions. Oxford: Blackwell Publishing, 2005. | ||||||||
| Additional Reading | |||||||||
| 1 | Fosters, D. Lietišķā etiķete Eiropā. Zvaigzne ABC, Rīga, 2005, 398 lpp. | ||||||||
| 2 | De Mooij, M. Consumer Behavior and Culture: Consequences for Global Marketing and Advertising. London: Sage Publications, 2004. | ||||||||
| 3 | Kenins-Kings, G. Amerikas pieredze uzņēmumu vadībai: izlase lietišķām pārrunām. Riga: Biznesa Partneri, 2002. | ||||||||
| 4 | Francesco, A.M., Gold, B.A. International Organizational Behavior. New Jersey: Pearson Prentice Hall, 2005. | ||||||||
| 5 | Daniels, J.D., Radebaugh, L.H., Sullivan, D.P. International Business: Environment and Operations. New Jersey: Pearson Prentice Hall, 2004. | ||||||||
| Other Information Sources | |||||||||
| 1 | Journal of Baltic Management | ||||||||
| 2 | Academy of Management Review | ||||||||
| 3 | Journal of Cross-cultural management | ||||||||
