Teaching plan for the course unit

 

 

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General information

 

Course unit name: Cross-Cultural Management

Course unit code: 364573

Academic year: 2025-2026

Coordinator: Patricia Elgoibar Esteban

Department: Department of Business

Credits: 6

Single program: S

 

 

Estimated learning time

Total number of hours 150

 

Face-to-face and/or online activities

60

 

-  Lecture with practical component

Face-to-face

 

30

 

-  Problem-solving class

Face-to-face

 

30

Supervised project

30

Independent learning

60

 

 

Competences / Learning outcomes to be gained during study

 

   -

CG6 - Creative and entrepreneurial skills (capacity to conceive, design and manage projects).

   -

CG5 - Ability to work in a team (capacity to collaborate with others and contribute to a common project, capacity to work in cross-disciplinary and multicultural teams).

   -

CG8 - Capacity to communicate in English and/or other foreign languages orally and in writing, comprehension skills, and mastery of specialized language.

   -

CG1 - Commitment to ethical practice (critical and self-critical skills and attitudes that comply with ethical and deontological principles).

   -

CG3 - Capacity for learning and responsibility (capacity for analysis, synthesis, to adopt global perspectove and to apply knowledge in practice).

   -

CE11 - Understanding of the culture and business practices of different countries, as the basis for adapting to an interacting effectively with other geopolitical contexts.

   -

CE6 - Ability to appraise processes and decision-making in the development of international operations.

   -

CE8 - Capacity to adopt an international approach to human resources management.

   -

CE1 - Capacity to analyse the international operations of business organizations and interpret their responses to economic, social, cultural and legislative factors in an international setting.

   -

This subject includes the gender perspective in specific topics or learning methodologies.

One or more of the proposed topics in this subject are related to gender, women, the LGBTQ+ community, feminist theory or the gender perspective.

 

 

Learning objectives

 

Referring to knowledge

— Develop an awareness and appreciation of cultural differences.

— Understand the challenges of expatriation.

— Learn how to integrate diversity and inclusion in organisations.

— Acquire the capacity to effectively plan negotiation processes within organisations, in management and other roles.

— Learn how to contribute to conflict management constructively.

— Analyse, discuss and present real-life cases of organisational challenges.

— Gain practical experience through role-play dynamics.

 

 

Teaching blocks

 

1. Cultural Dimensions

2. Communication and Cultural Norms

3. Business Practices and Business Conduct

4. Diversity and Inclusion

5. Leadership

6. Conflict Management and Negotiation

 

 

Teaching methods and general organization

 

The teaching hours are distributed as follows:

 

— Each week, students attend one 2-hour session devoted to the presentation of the basic course content and discussion of the main ideas encompassed by the subject to enable students to meet the established learning objectives.

— Each week, students also attend one 2-hour session dedicated to practical activities, such as exercises, group discussions and role-plays. In addition, some weeks, class will focus on in-depth discussions of specific topics and the tutoring of group and individual projects.


Different activities are carried out throughout the course:

1) Lectures on the basic concepts covered in the subject, which introduce students to the fundamental concepts and processes related to each of the teaching blocks.

2) Student participation in class, including exercises, role-plays and discussion of set texts. These activities are intended to motivate students and to encourage dialogue within the group, as well as the development of communication, negotiation and management skills.

3) Independent learning activities. These activities consist of a more practical, in-depth examination of specific topics.

4) Group projects: These are designed to promote teamwork and focus on strengthening the capacity to create projects and solve problems, make decisions, and apply the methods and techniques related to cross-cultural management.


Note: RIMDA PROJECT

As part of the project to enhance teaching quality at the Faculty of Economics and Business—led by the Research, Innovation, and Teaching & Learning Improvement (RIMDA) unit and the Office of the Vice-Rector for Teaching and Academic Planning—the teaching methodology may differ slightly from what is described above. Specific details will be announced at the start of the course.

 

 

Official assessment of learning outcomes

 

Continuous assessment
 

Students opting for the continuous mode of assessment are evaluated on the results of the exercises and projects completed in class. The weighting for the different activities are as follows:

Block 1, 2, and 3 exercises: 20%

Participation in blocks 1, 2, and 3: 5%

Block 4, 5 and 6 exercises: 20%

Participation in blocks 4, 5, and 6: 5%

Exam: 50%

Students are provided with a registration link to the Virtual Campus. Deadline to register for the continuous mode of assessment: 1st October 2025,  at 23:59. Students registering on the course after this date have to adhere to the single mode of assessment.

 

Examination-based assessment

Students who renounce continuous assessment are eligible for single assessment. 

In order to pass the single mode of assessment, students must obtain a minimum mark of a Pass on the final examination, which takes place on the date set by the Academic Board and covers the entire syllabus. The examination may comprise multiple-choice questions and open-answer questions based on the course content, as indicated on the Virtual Campus.

Given the nature of the subject, the examination can only be taken at the officially scheduled time.


Repeat assessment

Students who fail to pass the course (whether by single or continuous assessment) have the right to repeat assessment. The repeat assessment examination, which is held on the date set by the Academic Board, covers the entire syllabus and is the same for all students. It may consist of multiple-choice and open-answer questions on the course syllabus.

 

 

Reading and study resources

Check availability in Cercabib

Book

FISHER, Roger; URI, William; PATTON, Bruce (ed): Getting to yes: negotiating agreeement without giving in. 2nd ed. New York: Peguin Book, 1991

Catąleg UB  EnllaƧ

Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. Public Affairs.

Catąleg UB  EnllaƧ

Guest, K. J. (2020). Cultural Anthropology: A Toolkit for a Global Age, 3rd edition. New York: Norton & Company, Inc.

Catąleg UB  EnllaƧ

Dresser, N. (2005). Multicultural Manners: Essential Rules of Etiquette for the 21st Century. New Jersey: John Wiley & Sons, Inc.

Catąleg UB  EnllaƧ

Peterson, B. (2004). Cultural Intelligence: A Guide to Working with People from Other Cultures. Yarmouth: Intercultural Press, Inc

Catąleg UB  EnllaƧ

Minkov, M. (2013). Cross-Cultural Analysis: The Science and Art of Comparing the World’s Modern Societies and Their Cultures. SAGE Publications.

Catąleg UB  EnllaƧ

Chapter

Elgoibar, P., Besieux, T., McCaffrey, M., & Godding, C. (2017). Showcase—“Believe in Diversity and Act Accordingly” Diversity, Inclusion, and Social Dialogue at BNP Paribas. In Shaping Inclusive Workplaces Through Social Dialogue (pp. 73-86). Springer, Cham.

Versió en lķnia (2017)  EnllaƧ

Article

Meyer, E. (2015). Getting to si, ja, oui, hai, and da. Harvard business review, 74-80.

Cortina, L. M. (2008). Unseen injustice: Incivility as modern discrimination in organizations. Academy of management review33(1), 55-75.

Shijaku, E., & Elgoibar, P. (2023). A rainbow of colors: The value of embeddedness for understanding actor entrepreneurship in organizational LGBTQ+ communities. European Management Journal. vol. 41, num. 4, p. 648-660

Elgoibar, P., & Shijaku, E. (2022). Bringing the Social Back into Sustainability: Why Integrative Negotiation Matters. Sustainability14(11), 6699.

Elgoibar, P.; Ruiz-Palomino, P.; Gutierrez-Broncano, S. (2024). Laissez-faire leadership, trust in subordinates and problem-solving conflict management: A multigroup analysis across family and non-family businesses. European Management Journal . https://doi.org/10.1016/j.emj.2024.04.009 . ISSN: 0263-2373

Electronic text

Elgoibar, P., Euwema, M. & Munduate, L (2017). Conflict Management. In Oxford Research Encyclopedia of Psychology. New York: Oxford University Press. DOI: 10.1093/acrefore/9780190236557.013.5 <https://oxfordre.com/psychology/view/10.1093/acrefore/9780190236557.001.0001/acrefore-9780190236557-e-5?print=pdf>

Recurs electrņnic extern  EnllaƧ