This course is designed to prepare students to critically examine the theories and practices of cross-cultural management. Three major cross-cultural models of behaviors are emphasized. Motivation models of behavior are examined and their effectiveness considered using this foundation of cross-cultural models. The role of cognitive dissonance in bringing about lasting change in organizations is explored. There will be a significant discussion of international team-building. Finally, students will solidify the understanding of theory through experiential learning, using actual cross-cultural cases and incidents.

This course is designed to prepare students to critically examine the theories and practices of cross-cultural management. Three major cross-cultural models of behaviors are emphasized. Motivation models of behavior are examined and their effectiveness considered using this foundation of cross-cultural models. The role of cognitive dissonance in bringing about lasting change in organizations is explored. There will be a significant discussion of international team-building. Finally, students will solidify the understanding of theory through experiential learning, using actual cross-cultural cases and incidents.

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3. Hui,C.H.,&Luk,C.L.(1997).Industrial/organizational psychology.InJ.W. Berry, M.H. Segall, & C. Kagitcibasi (Eds.), Handbook of cross-cultural psychology (2nd Edition, vol. 3, pp. 371-411). Boston: Allyn and Bacon.
4. Huntington, S. P. (1993). The clash of civilizations? Foreign Affairs, 72(3), 22-49.
5. Nelson, D. L. & Quick, J. C. (2013). Organizational Behavior: Science, the Real World, and You (8th Edition). Cengage Learning.
6. Wan,W. W. N., &Chiu, C.Y.(2002).Effects of novel conceptual combination on creativity. Journal of Creative Behavior, 36(4), 227-240.