Cultural Diversity Management
Culture influences business and organizational strategies and is the reason for many failures in international business. This course aims to question the relevance of culture in management practice, clarify the cultural assumptions that underlie many of the choices and actions of managers and other organizational actors and explore methods to become aware of the impacts of culture in human and business relations. More specifically, it intends to examine the impact of culture on the strategy, structure and management of human resources and to evaluate different management methods that are used to enhance the positive effects of cultural diversity, questioning the role of managers and companies in a globalised economy.
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Rego, A. & Cunha, M.P. (2009). Manual de Gestão Transcultural de Recursos Humanos. Editora RH, Lda.
Ghemawat, P. (2011). The cosmopolitan corporation. Harvard Business Review.
Ferdman, B. M. (2017). Paradoxes of Inclusion: Understanding and managing the tensions of diversity and multiculturalism. Journal of Applied Behavioral Science, 53, 235-263.
Meyer, E. (2015). When culture doesn’t translate: How to expand abroad without losing your company’s mojo. Harvard Business Review.
Khanna, T. (2014). Contextual Intelligence. Harvard Business Review, 92, 58-68.
Giorgi, S., Lockwood, C., & Glynn, M.A. (2015). The many faces of Culture: Making sense of 30 years of research on Culture in Organization Studies, The Academy of Management Annals, 9, 1- 54.
The course uses a learning approach through constructive discussion between Teacher and Students and the practical application of content in group work and individual reflections developed inside and outside the classroom. Each week a ProgramMatic Module will be developed in the classroom. At the end of each module, students should apply knowledge in a daily challenge. This challenge will have the group work format and/or individual reflection, will be explained at the end of the Module, developed during the day and presented/discussed at the beginning of the next lesson.
The evaluation shall be carried out on the basis of a group element and three individual elements:
Group work 30% (evaluation of group work/ daily challenges)
Presentations in room 20% (presentation of papers, with evaluation
Final Exam 50% (individual written assessment)
Definition of culture
National, organizational, professional, functional culture
Models of Hofstede, Schwarz and Trompenaars
The GLOBE project and the influence of culture in the construction of
Cultural paradoxes and culture as a manifestation of choices about Module II paradoxes. Impact of Culture on organizations
Globalization and international business development
Teamwork and leadership of culturally diverse teams
The influence of culture on the strategy and structure of module III organizations. Success in cross-cultural environments
Individual and organizational success in global and cross-cultural environments
The expatriate and nomadic work of leaders and teams
The development of leadership and work skills in diverse environments
Cultural intelligence, contextual intelligence and global mindset
Module IV. Management of diversity and impacts on human resources management
Ethnocentrism and diversity
The benefits of diversity
Integrated talent management model in global and cross-cultural environments
Global career recruitment, development and management
Models of expatriation management (and repatriation) Module V. Diversity, ethics and global responsibility
Ethics and responsibility in an interconnected world
The responsibility of multinational companies
The ethical dilemmas of leaders and teams in global and cross-cultural environments
Programs where the course is taught: