UNIVERSITY OF SAN DIEGO
SCHOOL OF BUSINESS ADMINISTRATION
SYLLABUS FOR GSBA 532
INTERNATIONAL COMPARATIVE MANAGEMENT
Fall 2004
Office Hours: Mon., Wed. 3:00 – 4:00, 7:00-8:00, Tu. 5:00-7:00
And by appointment
E-mail: pavett@sandiego.edu
Dr. C. Pavett
217 Olin Hall
(619) 260-4851
Description: International Comparative Management is designed to address the
dilemmas and opportunities that managers will face as they work in multicultural
and global environments. This course is a study of impact of national culture on
managing individuals, groups, and organizational structure. The course prepares
managers to recognize different values and cultural factors in the global business
community and how these shape and determine appropriate management
behavior. Problems and opportunities of transferring management practices from
one culture will be examined in case studies class exercises readings and
discussions.
Course Materials:
Texts:
Lane, DiStefano & Maznevski. (2000) International Management
Behavior. 4th Edition, Blackwell Business
Support Materials:
Nydell, Understanding Arabs, Intercultural Press, 2002
Richmond, From Nyet to Da, Intercultural Press, 2003
Wenzhong & Grove, Encountering the Chinese, 2nd Edition,
Intercultural Press, 1999
General Objectives
1.
2.
3.
4.
To increase your ability to recognize, appreciate and articulate your own
cultural values.
To understand how managerial assumptions and attending practices are
influenced by cultural values.
To enhance understanding of the similarities and differences between your
culture and that of other people.
To develop cultural empathy as a basis for effective management.
5.
6.
7.
To heighten your awareness of work-related cultural differences in perception,
communication, management style, negotiation strategies, group orientation,
etc. and how these differences can be managed.
To develop the ability to recognize and analyze the cultural components of
organizational problems based on culturally synergistic approaches to
management rather than on an approach that assumes the dominance of one
culture over another or an approach that simply looks for similarities and
compromise.
To acquire an enhanced understanding of your own cultural values and those
of a totally different culture through class discussion, case studies, and a field
project.
Policies
The following paragraphs delineate the requirements and expectations for this class.
1. Class Participation - Individual and group discussions, case studies, exercises,
research articles, etc. (30%)
The quality of the class and your learning experience is dependent upon both your and
my preparation and participation. Consequently, I expect that the both of us will read the
relevant materials, text chapters, cases, exercises, etc. before coming to class. Since a
good portion of our class time will be spent actively learning, it is critical that all
assignments be read prior to class since these readings will serve as the foundation for our
class activities. Please note that class contribution is not equivalent to talking in class.
The quality of what is said, the quality of your listening and the quality of your
responsiveness to others are important components of my evaluation of your class
participation.
We will be discussing several cases in this class. Cases are designed to allow you to
APPLY text materials in the analysis of a situation. All cases that we will be discussing
are listed on this syllabus. You will be expected to not only read the case but also
prepare, for yourself, an analysis of the case. Please note: most readings apply to more
than one case.
Participation will be assessed based upon: attendance, apparent preparation,
contributions to the case and research article and research and peer evaluation.
2. Team Country Report – (10%)
Working with at least one other student, you will be assigned a country on which
to generate a concise 5-page report and a 15-minute presentation. The country will be
associated with case study that we will be examining in class on that day. The objective
of the report is to assist class members with their analysis of the upcoming case. Hence,
the country report should focus on the cultural characteristics of the people and the
external elements (e.g. economy, living conditions, relevant business practices, relevant
political and military issues, etc) that are relevant to the case. Again, the objective is to
help the class understand the context of the case. Note: The objective is not to discuss
the case – merely to provide background for the case.
The end product is a 15-minute presentation and a 5-page report.
3. Case Analyses (3 @ 10%) – Team or Individual
You are required to turn in 3 written case analyses. The cases must USE text
materials to analyze the situation and make recommendations for change. As noted
above, several readings that were listed prior to the date of the assigned case may be
applicable to your case. Case questions (see handout entitled Case Questions) are
provided to help focus your discussion. These questions, while important, may not cover
the scope of issues involved in the case. Case analyses should address the questions but
can discuss additional, relevant issues. Refer to the handout entitled Case Analysis for a
required format. Each written study should be no longer than five pages. Cases will be
evaluated for their application of text, class, or lecture materials, depth of analysis, and
flow of logic from problem definition through analysis to the alternatives and
recommendations. NOTE: Text, class, lectures, or outside materials that are used in your
case must be cited.
4. Research article summaries (6 @ 3%)
Several research articles are posted on the Web (see http://home.sandiego.edu/~pavett/)
for select topics. You are to read the article (note: if more than one article is listed on the
syllabus for a particular topic, select just one article) and prepare a one-page response to
the question: “What did you learn?” Be prepared to discuss the article in class. Please
note, do not get caught up in the statistics or methodology. Read the article for the main
points and make sure you read beyond the abstract.
5. Case Questions (3 @ 4%)
Responses to the questions for 3 cases must be written up and turned in during the
semester. This paper should be no longer than 2 pages. There is an expectation that some
course materials will be used in your responses.
Grading Structure
As indicated above your final grade will be determined by your performance in the following
areas:
Class Participation
30%
Team Country Report
10%
Case Analyses (3@10%)
30%
Research Article Summaries (6 @ 3%)
18%
Responses to Case Questions (3 @4%)
12%
CALENDAR
Content/Topics
Introduction to the
September 7 course,
international
business and
management
September
Global managers,
14
cultural definitions
and frameworks
Week of
Objectives
 To get to know others in the class
 To discuss course requirements
 To examine the scope of globalization
 To understand the concept of culture
Activities
Activities: Geographical, Ownership and Cul
Homework for Tuesday: Find information o
successful “global manager”. Bring your exa

To examine characteristics of global
leaders
To stimulate cultural awareness
To examine the work of Kluckhohn &
Strodtbeck, Hall, Hofstede,
Tromponaars
To use cultural frameworks to examine
one’s own and other cultures
Video: Cultural Passports for Global Manag
Readings: Lane: pp. 1-12 (optional), Readi
Activities: Examination of cultural framewo
Cultural self-analysis using frameworks and H
(handout). Discussion of the critical skills fo
successful or not-so-successful “global manag
Articles: Academy of Management Executiv
79. Hoppe, M., An interview with Geert Hof
Academy of Management Executive, Vol. 18,
J., Hofstede’s consequences: The impact of h
business practices.
Academy of Management Executive, Vol. 18,
Triandis, H. The many dimensions of culture.
Report due: Article summary
Readings: Lane – Reading 4, Case #1. Star
Nyet to Da, Chs. 2, 3, 4 (up to p. 99) & 8. Th
Activities: Discussion of articles, cultural co
personal observations, managing in Mexico (
Case Discussion: Case #1 Grupo Financier
Case Questions Due: Case #5
Country Report – Japan
Reading: Lane # 11 & 12, Case #5. Start re
Arabs, Introduction & Ch. 1-3, the rest may b
Case Discussion: Case # 5 Japanese-Americ
Sample case analysis.
Activities: Discussion of the International T
Corruption Index (handout), Bribery in Intern
(handout), Discussion: the causes and cost of
Articles: Academy of Management Executiv
114 – 119. Carroll, A. Managing ethically w
present and future challenge.
Report Due: Article summary
Case Analysis Due: Ben & Jerry’s/Iceverks
Readings: Lane: Readings 11 & 12 (revisite
Int’l, 17 & 18 Ben & Jerry’s/ Iceverks, and se
above.
Case Discussion: Cases 19, 17 & 18
Article: International Journal of Human Re
No. 3, pp.512-532. Kessler, I., Undy, R., & H
perspectives on communication and consulta
national survey.
Report Due: Article summary
Case Questions Due: Case #6



Identifying the
cultural component
of management
problems

September
21
To investigating the impact of culture on
management
Impact of culture
on management,
organizational
culture, corruption.

September
28
Country
Report:
Japan

To examine the interaction of national
and corporate culture
To enhance recognition of cultural and
business issues
To reflect on personal values and
definitions of ethics and how those differ
across cultures
Business ethics and
social
responsibility.

October 5



October 12
Communication,
joint venture

To question the difference between legal
and ethical in different countries
To examine attitudes toward
ethnocentric imposition of values
To discuss the impact of corruption on
management and global business
To examine the unpredicted impact of
communication on business
October 19
management

Country
Report: Chile

Joint venture
partner selection,
start organizational
strategy



October 26
Teams, motivation,
empowerment.



November 2 Human Resource
Management
Issues:
Compensation



Culture and HRM
November 9
November
16
Country
Report:
Poland
Women in
international
business,
expatriates





Country
Report:
Korea
November
23
November
To examine the uncontrollable elements
of the business environment
To examine the ways in which culture
influences organizational structure and
processes
To diagnose and predict the influence of
culture on structure and processes
To look at the non-financial
considerations in inter-organizational
arrangements
To identify desirable non-financial
characteristics of a joint venture partner
To examine the issues involved in the
management of diverse teams
To focus attention on team/group
processes
To learn about the organizational
process of selection, socialization,
training, performance appraisal in a
cross-cultural context
To discuss the elements of an HRM
system that are sensitive to host culture
To examine the meaning of pay across
cultures
To examine the cross-cultural
assumptions in motivation
To examine assumptions in the
portability of management practices
from one culture to another
To examine cultural similarities and
differences between seemingly and
apparently diverse countries.
To understand the variance across
cultures about the role of women
To start an examination of expatriate
success
To learn the characteristics most
commonly associated with successful
global managers
Study day
o
To catch up on your work.
Cross-cultural

To examine research related to the life of
Reading: Lane Case #6 Footwear Internatio
Understanding Arabs, Introduction & Ch. 1-3
Lane - Reading 6 and pages 187-214, Case #1
Case Discussion: Article, Case #6 and #10
Video: VC5603 Arabs and Work
Country Report – Chile
Case Discussion: Case 10 Global Multi-Pro
Case Analysis Due: Case 14 Robert Monda
Reading: Lane: Readings 6 (revisited) & 7
Case 14 Robert Mondavi
Case Discussion: Case 14
Video: Building the transnational team (VC2
Article: Academy of Management Executive
31. Saunders, C., Van Slyke, C., & Vogel, D
Managing time visions in global virtual team
Report due: Article summary
Case Questions Due: Case #13
Readings: Lane: Case #13 Moscow Aerostar
Start reading: Wenzhong & Grove, Encount
pp. 77-81, 95-101 & Ch. 10
Discussion: Case #13 and research article.
Video: China (VC5542)
Case Analysis Due: Case #12 Five Star Bee
Readings: Lane: Case #4 – Maria Mancini,
Wenzhong & Grove (as noted above), Lane r
Case Discussion: Cases #12 & #4
Video: A force more powerful (VC5157)
Case Questions Due: Case #11 ABB Poland
Readings: Lane, Reading 5, Case #11 ABB P
Telecommunications Mexico
Country Report – Poland
Case Discussion Cases 11 & 16
Readings: Lane: Case 7 & 8 Hazleton Inte
Moore: Living and Working in Korea and R
Handout: Criteria for Expatriate Success
Country Report: Korea
Case Discussion: Case 15, Cases 7& 8
Activities: Possible In-Basket Exercise
Articles: Journal of International Business S
pp.216-232. Shay, J. & Baack, S. Expatriate
effectiveness: an empirical examination of th
International Journal of Human Resource M
775-793. Wang, X. & Kanungo, R. National
psychological well-being: expatriates in Chi
International Journal of Human Resource M
pp794-813. Selmer, J. Psychological barrie
business expatriates in China: newcomers vs
Report due: Article summary
30
December 7
adaptability and
expatriate issues,
global careers
Last look at
Political and
Ethical Issues




an expatriate.
To assess your potential as a global
manager
To examine the mix of political and
ethical issues in business
To discuss and examine the differences
between cultures in North America
Other issues: gestures
Activities: Discussion of research articles. E
(handout).
Article (no report due): International Jour
Management, Vol. 15, No. 3, pp.475-492. K
& Florent-Treacy, E.. The global leadership
and psychometric properties of a 360-degree
Readings: Lane: Case #21 Citibank Mexico
Discussion: Research article and Case 21