The objective of this course is to enhance the ability of class members to interact effectively with people from cultures other than their own, specifically in the context of international business. The course is aimed at significantly improving the ability of practicing managers to be effective global managers. The course is concerned with considering the issues and problems of managing in cross-cultural situations, in particular at the people problems that invariably arise in international business relationships. Failure on the part of managers to understand and deal with the difference in attitudes, values and behaviour of those with whom they interact in business transactions consistently has been shown to be a major source of difficulties. The course will involve marrying theories and concepts from the broad fields of culture and international business and applying them to problems typically confronted by managers involved in international business. The course will draw on the existing knowledge and expertise of the class participants to solve problems relevant to them and their organisations. Students will be required to apply relevant research discussed in the course to realistic business cases.

Learning Outcomes

Upon successful completion, students will have the knowledge and skills to:

1. Analyse an organisation’s internal and external strategically relevant environments by applying appropriate theories, models, and/or frameworks, including to scenarios deriving from students' personal work experience;
2. Formulate appropriate strategies to gain a competitive advantage at both business unit and corporate levels;
3. Compare alternative strategy options; and
4. Communicate strategies or strategic alternatives both in writing and verbally to facilitate organisational decision-making and problem-solving.

Research-Led Teaching

The course draws upon ground breaking (older and recent) research papers. Original theories on the topics covered in this course will be discussed along with newer modifications. Several pioneering research papers are included in the reading list. Further new and older research will be discussed in class.

Field Trips

There are no field trips in this course.

Additional Course Costs

There are no additional costs expected for this course.

Examination Material or equipment

There is a final exam in this course. Further information will be provided by the end of Week 12, with the release of the exam timetable.

Required Resources

French, R. 2010. Cross-Cultural Management in Work Organisations, 2nd Edition. London: CIPD.

ANU Library link - Publisher page

Journal papers required for reading can be found in the ANU Library and on Google Scholar.

Recommended Resources

ANU outlines recommended student system requirements to ensure you are able to participate fully in your learning. Other information is also available about the various Learning Platforms you may use.

Staff Feedback

Students will be given feedback in the following forms in this course:

• written comments
• verbal comments
• feedback to whole class, groups, individuals, focus group etc

Student Feedback

ANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). Feedback can also be provided to Course Conveners and teachers via the Student Experience of Learning & Teaching (SELT) feedback program. SELT surveys are confidential and also provide the Colleges and ANU Executive with opportunities to recognise excellent teaching, and opportunities for improvement.

Other Information

Support for students

The University offers a number of support services for students. Information on these is available online from https://www.anu.edu.au/students/student-life

Use of Artificial Intelligence (AI): AI use is rapidly growing in all sectors, particularly the use of Large Language Models, of which there are many proprietary brands. In this course, students may choose to use or not use AI tools. In any case where AI tools are used, the student must do so in a way consistent with the ANU Academic Integrity principles for use of GenAI, as well as accurately cite and reference what tools were used, and advise in an appendix how they used the tool. Guidance on how to do this appropriately is provided in the assessment requirements on the course Canvas page, and the ANU provides further broad guidance in the ANU Gen AI LibGuide. As part of handling a potential breach of academic integrity, students are reminded that they may be requested to meet with the Convenor to discuss any assessment submission, including responding to questions on the content of submissions and their understanding of the course concepts assessed by the submission.

Class Schedule

Week/Session	Summary of Activities	Assessment
1	IntroductionReading: Chapter 1 & 2 of French, R. 2010. Cross-Cultural Management in Work Organisations, 2nd Edition. London: CIPD.
2	Models of Cross cultural management Readings: Chapters 3Hofstede, G. 1993. Cultural Constraints in Management Theories, The Executive, 7, 81-94.Ronen, S. & Shenkar, O. 1985. Clustering Countries on Attitudinal Dimensions: A Review and Synthesis, The Academy of Management Review, 10, 435-454.	Assessment 1: Online discussion (2.5%). Marking Rubric uploaded on Canvas by week 1.
3	Cross cultural teams in organisations Readings: Chapter 7Jackson, S. E., Joshi, A. & Erhardt, N. L. 2003. Recent Research on Team and Organizational Diversity: SWOT Analysis and Implications, Journal of Management, 29, 801-830.Jarvenpaa, S. L. & Leidner, D. E. 1999. Communication and Trust in Global Virtual Teams, Organization Science, 10, 791-815.	Assessment 1: Online discussion (2.5%). Marking Rubric uploaded on Canvas by week 1.Assessment 2: Case submission with rationale for suggested theory (10%). Uploaded by Friday 23.59pm on Canvas. Marking rubric will be uploaded on Canvas by week 1.
4	4Intercultural communication and multilingualism in organisations Reading: Chapter 6Bordia, S., & Bordia, P. (2015). Employees’ willingness to adopt a foreign functional language in multilingual organizations: The role of linguistic identity. Journal of International Business Studies, 46(4), 415-428.Luo, Y. & Shenkar, O. 2006. The multinational corporation as a multilingual community: Language and organization in a global context, Journal of International Business Studies, 37, 321-339.	Assessment 1: Online discussion (2.5%). Marking Rubric uploaded on Canvas by week 1.
5	Negotiation and conflict in cross-cultural management Readings: Chapter 6Weiss, S. E. 1993. Analysis of Complex Negotiations in International Business: The RBC Perspective, Organization Science, 4, 269-300.Vuorela, T. 2005. Laughing Matters: A Case Study of Humor in Multicultural Business Negotiations, Negotiation Journal, 21, 105-130.	Assessment 1: Online discussion (2.5%). Marking Rubric uploaded on Canvas by week 1.
6	Review of theoretical perspectives discussed so far.Assessment 3: In class essay based on proposed theory in Assessment 2. No material, hard or digital, allowed. Please bring pen. Paper will be provided. International students can bring hard copy first language to English dictionary without annotation.	Assessment 3: In-class essay 30%. Marking rubric will be uploaded on Canvas by week 3.
7	Global careers - Expatiation and repatriation Readings: Tharenou, P. 2002. Receptivity to Careers in International Work Abroad and at Home, Australian Journal of Management, 27, 129-136.Gaw, K. F. 2000. Reverse culture shock in students returning from overseas, International Journal of Intercultural Relations, 24, 83-104.Black, J.S. & Stephens, G. K. 1989. The Influence of the Spouse on American Expatriate Adjustment and Intent to Stay in Pacific Rim Overseas Assignments, Journal of Management, 15, 529-544.	Assessment 4: Presentation slides (10%). upload by Friday 23.59pm on Canvas. Marking rubric will be uploaded on Canvas by week 4.
8	Leading in a multi-cultural organisation Readings: Chapter 7Gerstner, C. J. & Day, D. V. 1994. Cross-cultural comparison of leadership prototypes, Leadership Quarterly, 5, 121-134.Den Hartog, D. N., House, R. J., Hanges, P. J., & Ruiz-Quintanilla, S. A. 1999. Culture specific and cross culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? Leadership Quarterly, 10, 219–256.	Assessment 1: Online discussion (2.5%). Marking Rubric uploaded on Canvas by week 1.
9	Global organizations – MNCs and off-shoring Readings:Global organizations – MNCs and off-shoring Shenkar, O. Luo, Y., & Yeheskel, O. 2008. From “distance” to “friction”: Substituting metaphors and redirecting intercultural research, Academy of Management Review, Vol. 33, 905–923.Russell, B. & Thite, M. 2008. The next division of labour: Work skills in Australian and Indian call centres, Work Employment Society, 22, 615-634.McSweeney, B. 2009. Dynamic Diversity: Variety and Variation Within Countries, Organization Studies, 30; 933-957.	Assessment 1: Online discussion (2.5%). Marking Rubric uploaded on Canvas by week 1.
10	Employee-Employer relationships and cross-cultural management Readings: Chapter 10Chen, Z. X., Tsui, A. S. & Zhong, L. 2008. Reactions to psychological contract breach: a dual perspective, Journal of Organizational Behavior, 29, 527-548.	Assessment 1: Online discussion (2.5%). Marking Rubric uploaded on Canvas by week 1.
11	Cross cultural training: effectiveness and myths Readings:Black, J. S. & Mendenhall, M. 1990. Cross-Cultural Training Effectiveness: A Review and a Theoretical Framework for Future, The Academy of Management Review, 15, 113-136.Bhawuk, D. P. S. & Brislin, R. W. 2000. Cross-cultural Training: A Review, Applied Psychology: An international review, 49, 162-191.Littrell, L. N. & Salas, E. 2005. A Review of Cross-Cultural Training: Best Practices, Guidelines, and Research Needs, Human Resource Development Review, 4, 305-334.	Assessment 1: Online discussion (2.5%). Marking Rubric uploaded on Canvas by week 1.
12	Review of entire course and its implications for cross cultural management in Australia.	Please note that assessment 5 will be during the exam period.

Tutorial Registration

ANU utilises MyTimetable to enable students to view the timetable for their enrolled courses, browse, then self-allocate to small teaching activities / tutorials so they can better plan their time. Find out more on the Timetable webpage.

Assessment Summary

Assessment task	Value	Due Date	Return of assessment	Learning Outcomes
Online Discussions (Individual - 20%, 2.5 marks per week for 8 weeks)	20 %	*	*	2, 4
Case submission (Individual - 10%)	10 %	14/08/2026	28/08/2026	1
In-class essay on chosen theory (Individual - 30%)	30 %	*	18/09/2026	1, 3
Presentation Slides on chosen theory (Individual - 10%)	10 %	25/09/2026	09/10/2026	1, 4
Analysis and recommendation on case (Individual - 30%)	30 %	*	09/12/2026	1, 2, 3, 4

* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details

Policies

ANU has educational policies, procedures and guidelines , which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Integrity Rule before the commencement of their course. Other key policies and guidelines include:

• Academic Integrity Policy and Procedure
• Student Assessment (Coursework) Policy and Procedure
• Extenuating Circumstances Application
• Student Surveys and Evaluations
• Deferred Examinations
• Student Complaint Resolution Policy and Procedure
• Code of practice for teaching and learning

Assessment Requirements

The ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the Academic Skills website. In rare cases where online submission using Turnitin software is not technically possible; or where not using Turnitin software has been justified by the Course Convener and approved by the Associate Dean (Education) on the basis of the teaching model being employed; students shall submit assessment online via ‘Canvas’ outside of Turnitin, or failing that in hard copy, or through a combination of submission methods as approved by the Associate Dean (Education). The submission method is detailed below.

Moderation of Assessment

Marks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.

Participation

Attendance at lectures and tutorials, while not compulsory, is expected in line with the “Code of Practice for Teaching and Learning” clause 2 paragraph (b).

Examination(s)

There is a final exam in this course. Further information will be provided by the end of Week 12, with the release of the exam timetable.

Assessment Task 1

Online Discussions (Individual - 20%, 2.5 marks per week for 8 weeks)

This assessment is a discussion item on weeks 2, 3, 4, 5, 8, 9, 10, and 11. A discussion point will be put up on Canvas, and students are expected to write approximately 150 words (no penalties for more or fewer words) on their opinion on this point. There are no right or wrong answers, but students are expected to justify their points. No references are necessary. A rubric will be uploaded to Canvas in week 1. Each discussion point will be marked out of 2.5 marks. Total marks allotted to all weeks in 20.

The discussion point will be uploaded on Monday of the week, and students are expected to write by the Monday of the next week. For example, for week 2, the discussion point will be uploaded on Monday of week 2, and responses should be put up by 11:59 pm Monday of week 3. Late responses will not be marked.

Assessment Task 2

Case submission (Individual - 10%)

Please identify a cross-cultural case in business from the media or your personal experiences. The case must include a problem that has arisen out of cross-cultural differences or misunderstandings. The case must be in a business context, even if the problem is between individuals.

Please submit the case with a rationale (Maximum 500 words; excess words will not be marked) that includes the following:

1. What is the key problem in this case?
2. What cross-cultural management theory or construct can be used to understand and rectify the problem?
3. Why is your chosen theory better than other similar theories?

A rubric will be uploaded to Canvas in Week 1.

Due date: Please upload the case and rationale by 11:59 pm Friday of Week 3.

Assessment Task 3

In-class essay on chosen theory (Individual - 30%)

In Week 6 class, I will first review the theories taught so far for 1 hour and 15 minutes. Students take a 15-minute break and then do the in-class assessment for 1.5 hours.

This assignment follows from the case and rationale you submitted in the previous assessment. Please note that you cannot change the theory or construct you have chosen in the previous assessment.

You have to write an essay on the theory or construct you have chosen in the previous assignment. In this essay, you should outline the emergence of the theoretical construct, further developments, application to contemporary global organisations and any criticism the construct has encountered from researchers and practitioners in the area.

The essay must have an introduction, main body and conclusion. The main body of the essay should be divided (with subheadings) into sections that discuss the above-mentioned parts of the theory or constructs.

Indicative word count: 1000 words. No penalties for more or fewer words. The essay will be marked for content, not word limit. No reference list needed, but mention of key researchers in the text of the essay is necessary (no year of publication needed).

A rubric will be uploaded to Canvas by week 3.

Due date: In-class assessment on Week 6 Seminar time.

Please note that no material will be allowed during the in-class assessment. Students should bring a pen. Paper will be provided. Students can bring a first language to English hard copy dictionary without any annotation or writing.

Assessment Task 4

Presentation Slides on chosen theory (Individual - 10%)

This assessment follows from the previous assessment. Students are expected to submit a set of slides they can use for a presentation. An actual presentation will not be possible due to the large number of students. However, please prepare the slides as if they were for an actual presentation. Prepare around 8-10 PowerPoint slides (including a cover and reference list slide). The presentation should discuss the key issues from your essay. 

A rubric will be uploaded to Canvas by week 4.

Due Date: Please upload the presentation slides by 11:59 pm Friday, week 7.

Assessment Task 5

Analysis and recommendation on case (Individual - 30%)

This is a handwritten assessment on the analysis and recommendations that follow from the case and theory you have identified in previous assessments in this course. It will be held during the exam period under invigilated exam conditions. In writing the assessment, you will have to imagine that you are a management consultant with expertise in cross-cultural issues. Your job is to identify what went wrong in the management style or decision-making process in this context. Use the key theoretical perspective you have written about in assignment 3. You can also use two other theories/constructs you have learned in the course to identify the mistakes that were made (this part is not necessary, and you will not be marked down if you use only one theory). Recommend how these can be rectified based on the research literature.

Duration: 2 hours.

The assignment must include the following sections:

• Short summary of the case,
• Short summary of the theoretical perspectives.
• Analysis of the problem,
• Recommendations.

Indicative word limit: 1000 words. No penalties for more or fewer words. Assignment will be marked for content, not word limit.

A rubric and a set of slides on how to write a report will be uploaded on Canvas by week 9.

Academic Integrity

Academic integrity is a core part of the ANU culture as a community of scholars. The University’s students are an integral part of that community. The academic integrity principle commits all students to engage in academic work in ways that are consistent with, and actively support, academic integrity, and to uphold this commitment by behaving honestly, responsibly and ethically, and with respect and fairness, in scholarly practice.

The University expects all staff and students to be familiar with the academic integrity principle, the Academic Integrity Rule 2021, the Policy: Student Academic Integrity and Procedure: Student Academic Integrity, and to uphold high standards of academic integrity to ensure the quality and value of our qualifications.

The Academic Integrity Rule 2021 is a legal document that the University uses to promote academic integrity, and manage breaches of the academic integrity principle. The Policy and Procedure support the Rule by outlining overarching principles, responsibilities and processes. The Academic Integrity Rule 2021 commences on 1 December 2021 and applies to courses commencing on or after that date, as well as to research conduct occurring on or after that date. Prior to this, the Academic Misconduct Rule 2015 applies.

 

The University commits to assisting all students to understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. All coursework students must complete the online Academic Integrity Module (Epigeum), and Higher Degree Research (HDR) students are required to complete research integrity training. The Academic Integrity website provides information about services available to assist students with their assignments, examinations and other learning activities, as well as understanding and upholding academic integrity.

Online Submission

You will be required to electronically sign a declaration as part of the submission of your assignment. Please keep a copy of the assignment for your records. Unless an exemption has been approved by the Associate Dean (Education) submission must be through Turnitin.

Hardcopy Submission

For some forms of assessment (hand written assignments, art works, laboratory notes, etc.) hard copy submission is appropriate when approved by the Associate Dean (Education). Hard copy submissions must utilise the Assignment Cover Sheet. Please keep a copy of tasks completed for your records.

Late Submission

Individual assessment tasks may or may not allow for late submission. Policy regarding late submission is detailed below:

• Late submission not permitted. If submission of assessment tasks without an extension after the due date is not permitted, a mark of 0 will be awarded.
• Late submission permitted. Late submission of assessment tasks without an extension are penalised at the rate of 5% of the possible marks available per working day or part thereof. Late submission of assessment tasks is not accepted after 10 working days after the due date, or on or after the date specified in the course outline for the return of the assessment item. Late submission is not accepted for take-home examinations.

Requests for Assessment Adjustment (Assessment Extension and Extenuating Circumstances Application) should be submitted via ANUHub.

Referencing Requirements

The Academic Skills website has information to assist you with your writing and assessments. The website includes information about Academic Integrity including referencing requirements for different disciplines. There is also information on Plagiarism and different ways to use source material. Any use of artificial intelligence must be properly referenced. Failure to properly cite use of Generative AI will be considered a breach of academic integrity.

Returning Assignments

Online assessments will be returned via canvas with feedback. In class essay will be returned in class with hand written comments. Final assessment will not be returned to students but students can ask to see marked assessment.

Extensions and Penalties

Extensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure. Extensions may be granted for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.

Resubmission of Assignments

Not permitted.

Privacy Notice

The ANU has made a number of third party, online, databases available for students to use. Use of each online database is conditional on student end users first agreeing to the database licensor’s terms of service and/or privacy policy. Students should read these carefully. In some cases student end users will be required to register an account with the database licensor and submit personal information, including their: first name; last name; ANU email address; and other information.
In cases where student end users are asked to submit ‘content’ to a database, such as an assignment or short answers, the database licensor may only use the student’s ‘content’ in accordance with the terms of service – including any (copyright) licence the student grants to the database licensor. Any personal information or content a student submits may be stored by the licensor, potentially offshore, and will be used to process the database service in accordance with the licensors terms of service and/or privacy policy.
If any student chooses not to agree to the database licensor’s terms of service or privacy policy, the student will not be able to access and use the database. In these circumstances students should contact their lecturer to enquire about alternative arrangements that are available.

Distribution of grades policy

Academic Quality Assurance Committee monitors the performance of students, including attrition, further study and employment rates and grade distribution, and College reports on quality assurance processes for assessment activities, including alignment with national and international disciplinary and interdisciplinary standards, as well as qualification type learning outcomes.

Since first semester 1994, ANU uses a grading scale for all courses. This grading scale is used by all academic areas of the University.

Support for students

The University offers students support through several different services. You may contact the services listed below directly or seek advice from your Course Convener, Student Administrators, or your College and Course representatives (if applicable).

• ANU Health, safety & wellbeing for medical services, counselling, mental health and spiritual support
• ANU Accessibility for students with a disability or ongoing or chronic illness
• ANU Dean of Students for confidential, impartial advice and help to resolve problems between students and the academic or administrative areas of the University
• ANU Academic Skills supports you make your own decisions about how you learn and manage your workload.
• ANU Counselling promotes, supports and enhances mental health and wellbeing within the University student community.
• ANUSA supports and represents all ANU students