phd topics in cross cultural management

116 Cross-Cultural Management Essay Topic Ideas & Examples

🏆 best cross-cultural management topic ideas & essay examples, 👍 good essay topics on cross-cultural management, 🎓 most interesting cross-cultural management topics to write about, 📌 simple & easy cross-cultural management essay titles, ❓ questions on cross cultural management.

• Coca-Cola Company’s Cross-Cultural Management The company also possesses a vision, which is a guiding factor to the units of the business, which is achieved by laying out whatever they need to achieve in order to sustain their progress and […]
• Importance of Cross-Cultural Management in International Business As earlier pointed out, a vital requirement for success in an international business setup is the ability of managers to comprehend and appreciate other cultures across the world. We will write a custom essay specifically for you by our professional experts 808 writers online Learn More
• Managing Cultural Diversity in the Hospitality Industry This is common due to confusion and the inability to interact with others in the society. This refers to the level of integration in the society.
• Cross Cultural Management and International Business In this essay we will focus on the role of culture in international business situations and also the strategies and frameworks that are appropriate in cross-cultural management.
• Cross-Cultural Management Major Theories The study of different languages helps one in comprehending what people have in common and also assist in comprehending the diversity that underlies languages, methods of creating and organizing knowledge and the several different realities […]
• Multicultural Education Benefits: Functioning in a Pluralistic and Egalitarian Society Students are thus required to acquire knowledge and skills necessary to function effectively in a pluralistic and egalitarian society. The teacher is thus able to enhance socialization and transmission of culture while providing academic skills […]
• Cross Cultural Management Strategies: Brazil vs. America The failures in cross-cultural management mainly arise from the weaknesses of managers to consider the impact of cultural differences in their management practices.
• IKEA’s and Home Depot’s Cross-Cultural Management The CEO of IKEA Jesper Brodin attributes the company’s success to the unity of its team, so IKEA’s management strategy emphasizes the importance of employee satisfaction and a comfortable working environment.
• Cross-Cultural Management in Multinational Corporations The Culture is the foundation of a society that assists to build up the attitude and state of mind of the populace of that society and it also directs the intelligence and manipulate the behaviour […]
• Complexity of Managing Multinational Corporations: MNC Culture The implementation should also be in such a way that it is fashioned to be in line with the organizational culture of the company in context as a whole that has been established over the […]
• Cross-Cultural Management and HRM in Walmart Specifically, this study will explore the CCM approach that Walmart has deployed in the U.S.setting and compare it to the CCM framework used in the German context.
• Cross-Cultural Management: Decision-Making It is commonly accepted that the decision-making process includes the definition of the problem, the consideration of the decision criteria and their evaluation, and the selection of the most appropriate decision from the variety of […]
• Cultural Dynamics in Assessing Global Markets However, while domestic marketing poses myriad of challenges to marketers; international marketing is even more challenging owing to the fact that foreign marketers have to override numerous economic, social, legal, political and cultural barriers which […]
• Culture and Global Business According to Mohammad Bakhtazmai in the article, “A study of Globalization in International Business” is of the observation that the world is undergoing massive globalization; international trade has facilitated exchange of goods and services across […]
• Cross-Cultural Management of Mott MacDonald Group The differences in the people’s cultural backgrounds in the workplace have advantages and disadvantages to the business and individuals. The majority of the natives work as junior employees as they lack the technical knowhow to […]
• Cross-Cultural Management: Business With Customers From Different Cultural Backgrounds Managers who are contracted to work in foreign work stations need to be willing to learn new ideas and attitudes which will help them adapt to their new locations.
• Social and Cultural Diversity and Stereotypes This is the misperception that one is in control of the situation and the clients’ role is just to listen and take instructions.
• The Importance of Cross-Cultural Management In terms of academic value, it can be stated that both studies are grounded on different theoretical frameworks, where Black and Porter selected the differences between the practical and the cross-cultural school of thought as […]
• Cross-Cultural Management in Emirates Airline The next instance occurred at the facilitation of a workshop; the leader pushed Naziha in front to facilitate the workshop program.
• Theories of Managing Cross-Cultural Teams The central problem addressed in the presented study is the use of a particular leadership model to create a corporate culture that would help to align cross-cultural teams’ work and achieve better results.
• Japanese and American Cross-Cultural Management The Sony chief executive has exemplified the benefits of approaching cross-cultural management in a way that the best aspects of both models are incorporated for the results to be effective in terms of organizational processes […]
• Cross-Cultural Management of a Restaurant Team PLI is not limited to China, according to a cross-cultural analysis of Chinese and German teams, even if it is manifested to a greater extent in the Chinese setting.
• The Peculiarities of Cross-Cultural Practices in International Management From the very beginning the author substantiates the choice of the topic and explains the importance of the issue being discussed: he intends to prove that the overall process of globalization observed nowadays in the […]
• Cross-Cultural Management: Globalization and Localization In localisation policy, along with the transplantation of production process in host country, the products are meant to meet the local needs of the community.
• The Importance of Post-Acquisition Cross-Cultural Integration Management In foreign mergers, this lack of attention to the whole strategy may be detrimental to the outcome of the project. The central hypothesis of this analysis is that the results of these organisations’ managing efforts […]
• Hofstede’s Cross-Cultural Management in Workplace According to Onsrud, cultures with a low power distance score are reminiscent of higher cooperative relationships between the superiors and the subordinates.
• Diversity and Cross-Cultural Management The bail-out strategy that the UK administration adopted in the face of the global financial crisis that began off in 2007 underline the change acceptance as well as the resilience that is synonymous with the […]
• Cross-Cultural Communication Management: Copts in Egypt Most of the Copts pursue the doctrines of the “Coptic Orthodox Church”. This paper analyses the interaction between the Copts in Egypt and the Muslim majority.
• Cross-Cultural Management: Providing Motivation and Leadership What are the roles of a manager as a leader in his/her ability to provide motivation and leadership across cultural borders? They also need to consider cultural influences of the decisions that they make.
• Cross-Cultural Approach: Negotiating for Business in China The social-cultural dimension of the Chinese negotiation process is based on the Ping-Pong model developed by Ghauri and has two dimensions; stages of the Chinese business negotiation process, and dimensions of Chinese business culture.
• Concept of International Assignment in Cross-Cultural Management After a year or so, the person is rather used to the new setting and is aware of the local customs and traditions. A manager must adjust to people in a shortest amount of time […]
• GLOBE Initiative: How Cross-Cultural Management Has Affected Airbus? Cultural Dimensions In order to identify the key cross-cultural issues faced by the Airbus consortium and connect it to the GLOBE project’s clusters of business cultures, it is imperative to have an overview of the […]
• Management of Cross-Cultural Diversity in Proxy Restaurant In addition, the management should realize the importance of systems thinking as well as complex theory in effective management of cross-cultural diversity.
• Management and Leadership Across Culture Cross culture management is one of the underlying forces to the achievement of the uniformity of culture in the face of a multiculturally operating environment, thus the foundation of organizational culture.
• Cross-Cultural Management: Japanese Culture and Its Workplace Practices This is one of the strategies that can be adopted. This is one of the pitfalls that should be avoided.
• Working With Multicultural Project Teams The main purpose of the paper is thus to address the question of balancing the two seemingly paradoxical factors in order to tap into the benefits of working with multicultural project teams.
• Understanding Cross-Cultural Management Interaction Strengths The method of research that is used in the paper is quite comprehensive in the sense that it borrows from both literature and a deeper exploration of a theoretical concept to develop a cross-cultural […]
• Analysis of Article: “Where Is Culture in Cross Cultural Research?” Strengths One of the major strengths of the article is that it highlights the importance of HR managers incorporating the Hofstede model in their cross cultural management practices.
• Effective Cross-Cultural Management in Saudi Arabia and China The first and most important factor to consider in implementing strategies, ‘in the Chinese market’, is the organizational structure. This is in contrast to protectionist Chinese culture notorious for seclusion from the rest of the […]
• Diversity Training of a Multicultural Workforce Diversity training of a multicultural workforce in the military is one of invaluable ways used to build a strong military workforce.
• Culture and Logistics at the Home Furniture Ltd. There is a need to formulate a strategy to solve these problems and the best way to start is to realise that culture is at the heart of the matter.A.
• Cross Cultural Issues for a New Entrant in a New Market In the country, there is freedom to worship and thus this will not be a great problem to the company. This is likely to act to the disadvantage of the company since marketing in such […]
• Developing the Cultural Diversity at the Workplace The managers have to present clients with a diverse representation in the firm thus the need to ensure sharing of common grounds between the client and the server.
• Multicultural Education: Concepts and Strategies Multicultural education is different from other forms of education in the sense that apart from being based on theoretical concepts also entrenches the use of practical strategies to ensure that students are in a position […]
• Cultural Awareness and Diversity in the Workplace Employees can do research about the culture of their work mates during their free time in order to enhance their cultural knowledge and understanding.
• The Value of Cultural Diversity in Different Social Settings In particular, the brief summaries have given the clear picture of Multiculturalism in the United States in relation to the origin.
• Self Esteem and Culture in a Learning Environment Reflectively, the conceptual idea of this treatise is an in-depth analysis of the aspects of social environment and objective and their influence on quality of learning, self-evaluation, goal setting, decision making, and inclusive education as […]
• Leadership and Cultural Differences For this reason, there is need for the organization to strike a balance between the local customs and cultural attributes and those of the primary culture of the organization’s headquarters, in this case, USA.
• Learning Multicultural Skills on the Corporate World There is therefore the need for everyone to learn and be able to manage multicultural skills that would enable proper understanding and promote healthy relations with all parties involved in a certain field of work.
• Cross-Cultural Implications or Interactions Before starting a joint venture several things run through the minds of the company managers and among them the following are vital to consider: Map the players and the process In any deal it is […]
• Managing Cross-Cultural Staff: Norms for Groups Within the Organization Cultural Miscommunications causes wastage of time in the process of trying to understand what the other person is saying, the end result is low morale on workers hence the business fails to capitalize on the […]
• Between Ambitions and Ambivalences: Cross-Cultural Diversity Management
• Cross-Cultural Management: Introducing Local Food in Foreign Markets
• Cross-Cultural Management: Practices McDonald’s
• Bribery and Gift Giving in Cross-Cultural Management
• The Role of Religion in Cross-Cultural Management
• Six Perspectives in Cross-Cultural Management
• “Dual-Factor Motivation” Theory in Cross-Cultural Management
• Cross-Cultural Management in Pepsi: Struggle Experienced Between the Societal and Organizational Culture
• Dealing with Singapore and Ghana: Cross-Cultural Management
• Communication Styles in Cross-Cultural Management: Direct or Indirect, Contextual or Personal
• Power Distance in Cross-Cultural Management: People Understand “Their Place” in the System
• Cross-Cultural Co-Management: Government and Aboriginal Peoples
• Cross-Cultural Management for Entrepreneurship and Branding
• Role of Time Focus in Cross-Cultural Management: Monochronic and Polychronic
• Cross-Cultural Human Resources Management: Promote Open Communication
• Cross-Cultural Management in NGO Capacity Building
• The Danger of Sophisticated Stereotyping in Cross-Cultural Management: All Women Are Bad Drivers
• Cross-Cultural Management: Solution for Riordan Manufacturing
• The Main Thoughts in “International and Cross-Cultural Management” by Gavin Jack and Robert Westwood
• Cross-Cultural Management in Negotiation: Work to Reach an Agreement of Mutual Benefit
• Four Rules in Cross-Cultural Management Strategy
• Cross-Cultural Management for Tanzania: Conservative and Hierarchical
• The Foundations of Cross-Cultural Management
• Cross-Cultural Management in German: Unfriendly, Reserved, and Unapproachable
• Cultural and Personality Assessment Tools in Cross-Cultural Management
• Cross-Cultural Management in Rakuten: A Global Language Policy
• Socio-Economic Theories of Cross-Cultural Management
• A Blend of the Good Parts of East and West: Cross-Cultural Management in Alibaba
• Cross-Cultural Management in Nike: Corporate Social Responsibility
• Negotiating With Americans in Cross-Cultural Management: Be Tolerate and Remember About Personal Space
• Cross-Cultural Management: Working Effectively Across Different Time Zones
• Cross-Cultural Management between China and Australia
• Organisational Structure and Cross-Cultural Management in Icici Bank
• Cross-Cultural Management in Apple: Apology for Warranty Policies in China
• Business Ethics and Cross-Cultural Management: Propose Mostly Adapted to Situations Decisions of Problems
• Cross-Cultural Management Challenges and How to Face Them
• Western Values in Cross-Cultural Management: The Roots of Freedom, Equality, and Individualism
• Cross-Cultural Management: Top Management’s Transformational Leader Behaviors
• Funakawa About Cross-Cultural Management: Transcending Cultural Differences at a Global Situation
• Cross-Cultural Management in USA and India
• What Are the Strategies for Cross-Cultural Management?
• Is Cross-Cultural Management Important for Business?
• What Are the Dimensions of Cross-Cultural Management?
• How Does Globalization Help Cross-Cultural Management?
• What Is the Goal of Cross-Cultural Management?
• Why Is Cross-Cultural Management So Challenging?
• What Are the Main Challenges of a Cross-Cultural Team Management?
• Does Globalization Impact Cross-Cultural Management?
• What Are the Main Cross-Cultural Management Issues?
• Why Is Cross-Cultural Management Critical in International Business Management?
• Is Culture Important in Global Cross-Cultural Management?
• What Are the Cross-Cultural Management Theories?
• What Are the Different Types of Cross-Cultural Management Approach?
• Are There Most Effective Strategies for a Successful Cross-Cultural Management?
• What Companies Are Involved in Global Cross-Cultural Management?
• What Is the Main Advantage of Cross-Cultural Management?
• How to Improve Cross-Cultural Management Skills?
• Why Is Cross-Cultural Management Important for Managers?
• What Is the Concept of Cross-Cultural Management?
• How Is Cross-Cultural Management Changing in the 21st Century?
• What Is the Importance of Cross-Cultural Management in the Workplace?
• How Does Cross-Cultural Management Affect Negotiations?
• What Are the Key Benefits of Cross-Cultural Management?
• Are There Cross-Cultural Management Tools to Operate the Development of Foreign Economic Activities?
• Which Special Skills Are Most Important for Cross-Cultural Management?
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Cross-Cultural Management by David C. Thomas LAST REVIEWED: 29 September 2014 LAST MODIFIED: 29 September 2014 DOI: 10.1093/obo/9780199846740-0074

Cross-cultural management is the study of management in a cross-cultural context. It includes the study of the influence of societal culture on managers and management practice as well as the study of the cultural orientations of individual managers and organization members. At the individual level, individuals' values as well as their understanding of and reactions to their cultural context and experience figure prominently. Contributing disciplines include cross-cultural psychology, sociology, and anthropology as well as the broader disciplines of management and organizational behavior and the related area of international human resource management. General topic areas include the cultural context in which management must take place, the various roles of the international manager, the influence of culture on organizational structure and processes, and management across nations and cultures.

Until recently there were very few texts devoted solely to cross-cultural management. Instead the topic was often subsumed in texts on international management that included strategic management or added in some form such as text boxes to more mainstream texts in management or organizational behavior. Numerous texts have appeared in the past few years that focus specifically on the cross-cultural context of management. Because of the newness of the field, the content of these volumes is variable but often includes a discussion of culture and its determinants, dimensions of cultural variation, processes of cultural influence on behavior, and then an application of these concepts to managerial roles and activities such as decision making, leadership, negotiation, multicultural teams, and so on. Alternatively, some volumes are organized around managing in particular country or cultural contexts. Among the numerous new entrants, three texts that have broad acceptance are Thomas and Peterson 2014 , Lane and Maznevski 2014 , and Deresky 2013 . Adler 2007 also continues to be popular as a supplement that examines organizational behavior in international settings.

Adler, Nancy J., with Allison Gundersen. International Dimensions of Organizational Behavior . 5th ed. Mason, OH: Thomson Learning, 2007.

Perhaps the first text (first edition, 1991) to address cross-cultural management, it continues to be popular as a supplement in more traditional organizational behavior and management courses.

Deresky, Helen. International Management: Managing across Borders and Cultures, Text and Cases . 8th ed. Upper Saddle River, NJ: Prentice Hall, 2013.

Covers political, legal, and technological environments of international management, so not strictly focused on cultural aspects, but with good coverage. Widely used in undergraduate classes.

Lane, Henry W., and Martha Maznevski. International Management Behavior: Global and Sustainable Leadership . 7th ed. Chichester, UK: Wiley, 2014.

Unlike previous editions, this volume does not contain business cases. In this new edition, the text has been refocused around leadership to appeal to practicing managers. However, it maintains a strong cross-cultural focus.

Thomas, David C., and Mark F. Peterson. Cross-Cultural Management . 3d ed. Thousand Oaks, CA: SAGE, 2014.

This text is perhaps the most systematic treatment of management in a cross-cultural context available. The previous edition was the winner of the R. Wayne Pace Human Resource Development Book of the Year for 2008. A companion readings and cases book is also available from SAGE.

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Critical Issues in Cross Cultural Management

• © 2016
• Jessica L. Wildman 0 ,
• Richard L. Griffith 1 ,
• Brigitte K. Armon 2

Institute for Cross Cultural Management, Florida Institute of Technology, Melbourne, USA

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Institute for Cross Cultural Manage, Florida Institute of Technology Institute for Cross Cultural Manage, MELBOURNE, USA

The book represents the current most pressing challenges facing cross cultural management and research

Serves as a definitive text in the field of cross cultural work and organizational psychology

The chapters address the definition and development of cross-cultural competencies, global leadership and the reduction of cross-cultural conflict

Includes supplementary material: sn.pub/extras

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Table of contents (11 chapters)

Front matter, #teamleadership: leadership for today’s multicultural, virtual, and distributed teams.

• Marissa L. Shuffler, William S. Kramer, C. Shawn Burke

Globally Intelligent Leadership: Toward an Integration of Competencies

• Julianna Fischer, Jessica L. Wildman

Considerations and Best Practices for Developing Cultural Competency Models in Applied Work Domains

• Winston R. Sieck, Louise J. Rasmussen, Jasmine L. Duran

Cultural Dilemmas and Sociocultural Encounters: An Approach for Understanding, Assessing, and Analyzing Culture

• Jerry Glover, Harris Friedman, Marinus van Driel

Conflict Competence in a Multicultural World

• Craig Runde, Brigitte K. Armon

One Finger Pointing Toward the Other, Three Are Back at You

• Sharon Glazer

Culture and Peacemaking

• Borislava Manojlovic

Assessing Cross-Cultural Competence: A Working Framework and Prototype Measures for Use in Military Contexts

• Meghan W. Brenneman, Jennifer Klafehn, Jeremy Burrus, Richard D. Roberts, Jonathan Kochert

Expecting the Unexpected: Cognitive and Affective Adaptation Across Cultures

• Zachary N. J. Horn, Tara A. Brown, Krista L. Ratwani, Gregory A. Ruark

Twenty Countries in Twenty Years: Modeling, Assessing, and Training Generalizable Cross-Cultural Skills

• Michael J. McCloskey, Julio C. Mateo

The Way Ahead: Critical Directions for Future Research in Cross-Cultural Management

• Kyi Phyu Nyein, Jessica L. Wildman

Back Matter

• affective adaptation across cultures
• cognitive adaptation across cultures
• conflict aspects of peacemaking
• cross cultural competency
• cross cultural conflict
• cross cultural issues
• cultural dilemmas
• culture-general expertise
• global issues
• global leadership
• intercultural
• multicultural
• operational environments
• sociocultural encounters
• transcultural competence

About this book

This stimulating book surveys the research on the challenges and opportunities encountered when working within culturally and geographically diverse organizational settings. Expert contributors pose and address complex questions regarding cultural competence and leadership in today’s rich landscape of global organizations, multiple-leader teams, extensive coordination among locations, and ever-evolving virtual communication technologies. The ideas described here focus not only on building cultural skills to develop and sustain teams, but also on applying knowledge, building insight, evaluating performance, and training team members to be leaders. Among the book’s innovations: the Globally Intelligent Leadership framework, strategies for building multicultural collaborative leadership, military and peacemaking perspectives, and new approaches for assessing cross-cultural competencies.

·         Globally Intelligent Leadership: toward an integration of competencies.

·         Considerations and best practices for developing cultural competency models in applied work domains.

·         Conflict competence in a multicultural world.

·         Twenty countries in twenty years: modeling, assessing, and training generalizable cross-cultural skills.

·         Expecting the unexpected: cognitive and affective adaptation across cultures.

Critical Issues in Cross Cultural Management  will interest students, scholars, and practitioners in industrial organizational psychology, organizational behavior, work psychology, and applied psychology programs looking for a summary of up-to-date research and viewpoints on this increasingly salient topic.

Editors and Affiliations

Jessica L. Wildman, Richard L. Griffith

Brigitte K. Armon

About the editors

Jessica L. Wildman, Ph.D. Jessica L. Wildman, PhD, is an Assistant Professor in the Industrial Organizational Psychology program and the Research Director of the Institute for Cross Cultural Management at the Florida Institute of Technology. She earned her PhD in industrial/organizational psychology from the University of Central Florida in 2011 under the direction of Dr. Eduardo Salas. Since 2007, she has co-authored eleven book chapters and ten refereed journal articles and has personally presented over twenty times at professional conferences on topics including cultural competence, trust development and repair, global virtual teams, team cognition, and team effectiveness. Dr. Wildman has experience designing and managing international research as a part of a federally funded multidisciplinary university research initiative (MURI) and developing training for the calibration of trust in military swift starting action teams for a small business innovative research (SBIR) project. She was awarded the Interservice/Industry Training, Simulation, and Education Conference (I/ITSEC) doctoral scholarship in 2010 and the Interdisciplinary Network for Group Research (INGRoup) best conference poster award in 2009 for her work on measuring trust and distrust as separate attitudes. Dr. Wildman and Dr. Griffith are currently co-editing a book entitled “Leading Global Teams: Translating the Multidisciplinary Science to Practice.” Her current research interests include interpersonal trust dynamics across cultures, multicultural work performance, and global virtual team processes and performance.

Richard Griffith, Ph.D. Dr. Griffith is a Professor in the Industrial Organizational Psychology program and the Executive Director of The Institute for Cross Cultural Management at the Florida Institute of Technology. He received his doctoral degree in I/O Psychology from The University of Akron in 1997. He is the author of over 75 publications and presentations in the area of personnel selection and is the editor and author of several books, chapters, and journals on the topic. He has conducted funded research for the Department of Defense examining the measurement and training of cross-cultural competence and the development of region specific cultural databases. Dr. Griffith provides coaching in global leadership and executive presentations, specializing in presentations conducted abroad. He is the Associate Editor of the European Journal of Psychological Assessment and the co-editor of "Internationalizing the Organizational Psychology Curriculum” and the upcoming book "Leading Global Teams: Translating the Multidisciplinary Science to Practice". His work has been featured in Time magazine and The Wall Street Journal.

Brigitte Armon, M.S. Brigitte Armon is a Ph.D. candidate in the International I/O Psychology program at the Florida Institute of Technology where she also works as the Assistance Coordinator of International Student Services. She is the Product Development Manager with the Institute for Cross-Cultural Management (ICCM), where she conducted funded research on the development of regional cultural databases. Brigitte is the author of several articles and chapters discussing the internationalization of the management science and the co-editor of "Internationalizing the Organizational Psychology Curriculum”. Ms. Armon graduated summa cum laude from the University of Pittsburgh with B.S. in Psychology in 2007.

Bibliographic Information

Book Title : Critical Issues in Cross Cultural Management

Editors : Jessica L. Wildman, Richard L. Griffith, Brigitte K. Armon

DOI : https://doi.org/10.1007/978-3-319-42166-7

Publisher : Springer Cham

eBook Packages : Behavioral Science and Psychology , Behavioral Science and Psychology (R0)

Copyright Information : Springer International Publishing Switzerland 2016

Hardcover ISBN : 978-3-319-42164-3 Published: 15 December 2016

Softcover ISBN : 978-3-319-92699-5 Published: 30 May 2018

eBook ISBN : 978-3-319-42166-7 Published: 25 November 2016

Edition Number : 1

Number of Pages : XVI, 190

Number of Illustrations : 17 b/w illustrations

Topics : Industrial and Organizational Psychology , Cross Cultural Psychology

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MG4D4       Half Unit Cross Cultural Management

This information is for the 2020/21 session.

Teacher responsible

Dr Hyun-Jung Lee NAB 4.15

Availability

This course is available on the MBA Exchange, MPA in International Development, MPA in Public Policy and Management, MPA in Public and Economic Policy, MPA in Public and Social Policy, MPA in Social Impact, MRes/PhD in Management (Employment Relations and Human Resources), MSc in Human Resources and Organisations (Human Resource Management/CIPD), MSc in Human Resources and Organisations (International Employment Relations and Human Resource Management), MSc in Human Resources and Organisations (Organisational Behaviour), MSc in Management (1 Year Programme) and MSc in Social Innovation and Entrepreneurship. This course is available with permission as an outside option to students on other programmes where regulations permit.

Pre-requisites

Some background in psychology and organisational behaviour, and/or international business is useful, but not required.

Course content

The ability to communicate cross-culturally and to understand the diverse perspectives of people from different cultures is a necessity in order to achieve a competitive advantage in the global economy. The aims of the course are to understand the impact of culture on management; to identify the areas in which cultural differences pose challenges as well as opportunities in managing people across cultures; and, to become more self-aware of our cultural conditioning, individual biases and assumptions.

Topics include i) understanding my own and others’ cultural conditioning, ii) analytical frameworks of cross-cultural comparisons, iii) multicultural teams, iv) managing global organisations, v) ethical dilemmas and global responsibility of multinational corporations, vi) cross-cultural communication and negotiation, vii) global leadership and cultural intelligence, viii) international assignments and global careers.

15 hours of lectures and 15 hours of seminars in the LT.

Experiential learning is emphasised and team working is an integral part of the course. The teaching is highly participative. Students will be asked to make presentations and participate in various class exercises including role playing. The course is demanding of students and success depends partly upon student commitment and willingness to participate fully. Students on this course will have a reading week in Week 6, in line with departmental policy

Formative coursework

Students will be expected to produce 1 essay in the LT.

Indicative reading

The following reading list contains some easily accessible introductory discussions. Most of the course reading is taken from journals. A full reading list will be issued at the start of the course.

B. Gehrke and M-T. Claes (eds.)(2014), Global leadership practices: A cross cultural management perspective, Palgrave Macmillan 

R. Steers et al.(2016), Management across cultures, Cambridge University Press; R Nisbett (2003), The geography of thought, Nicholas Brealey Publishing

Essay (50%), project (40%) and class participation (10%).

The essay is completed individually, and the project is completed as part of a group.

Important information in response to COVID-19

Please note that during 2020/21 academic year some variation to teaching and learning activities may be required to respond to changes in public health advice and/or to account for the situation of students in attendance on campus and those studying online during the early part of the academic year. For assessment, this may involve changes to mode of delivery and/or the format or weighting of assessments. Changes will only be made if required and students will be notified about any changes to teaching or assessment plans at the earliest opportunity.

Department: Management

Total students 2019/20: 60

Average class size 2019/20: 16

Controlled access 2019/20: Yes

Value: Half Unit

Personal development skills

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Cross-cultural management

• Leadership and managing people
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Research: People Share More Information with Colleagues of Similar Cultural Backgrounds

• Burcu Subaşi
• September 05, 2018

Global Business Speaks English

• Tsedal Neeley
• From the May 2012 Issue

The Silent Language in Overseas Business

• Edward T. Hall
• From the May 1960 Issue

3 Situations Where Cross-Cultural Communication Breaks Down

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• June 08, 2016

When Diversity Meets Feedback

• From the September–October 2023 Issue

Negotiating with Third World Governments

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• From the January 1977 Issue

Case Study: Competing Against Bling

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• From the May–June 2017 Issue

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• March 08, 2022

Cultural Differences Are More Complicated than What Country You're From

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• January 14, 2016

Making M&A Fly in China

• From the March 2006 Issue

What Leadership Looks Like in Different Cultures

• Tomas Chamorro-Premuzic PhD.
• Michael Sanger
• May 06, 2016

Emotional Intelligence Doesn't Translate Across Borders

• April 20, 2015

Being the Boss in Brussels, Boston, and Beijing

• From the July–August 2017 Issue

It’s Never Been More Important for Big Companies to Listen to Local Communities

• Sinziana Dorobantu
• Dennis Flemming
• November 10, 2017

China Myths, China Facts

• Elisabeth Yi Shen
• From the January–February 2010 Issue

China's New Innovation Advantage

• Zak Dychtwald
• From the May–June 2021 Issue

4 Ways to Manage Deadlines on Cross-Cultural Teams

• Elizabeth Grace Saunders
• June 10, 2016

Becoming a Manager in a New Country

• September 14, 2015

L’Oréal Masters Multiculturalism

• Hae-Jung Hong
• From the June 2013 Issue

The Hidden Benefits of Short-Term Business Travel

• Melissa Hahn
• June 13, 2016

Becton Dickinson: Ethics and Business Practices (A)

• Lynn Sharp Paine
• September 17, 1998

Africa Strategy of China Nonferrous Metal Mining Group

• F. Warren McFarlan
• Dayong Yang
• Shanshan Cao
• March 02, 2016

Momofuku Ando and the Globalization of Noodles

• Geoffrey G. Jones
• Megumi Takada
• July 10, 2019

Pivotal Ventures: Bending the Curve on Women's Power and Influence

• Lynda M. Applegate
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• July 08, 2020

Clash of Mobility: Managing Expatriates in a Globalizing Chinese Company

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• June 04, 2019

Huayi Compressor Barcelona: Post-Acquisition Challenges

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• April 03, 2017

The Tavistock Group and the Australian Agricultural Company

• Dante Roscini
• Matthew Preble
• September 06, 2016

TikTok in 2020: Super App or Supernova?

• Jeffrey Rayport
• Dan O'Brien
• February 19, 2021

LiuGong: Integration Challenges in Poland (B)

• Katherine Xin
• October 01, 2018

Mumbai Dairy Company: Lessons in Motivation

• J. Stewart Black
• Allen Morrison
• September 06, 2022

Benihana of Tokyo

• W. Earl Sasser Jr.
• John R. Klug
• October 31, 1972

FAW-Volkswagen Audi: An Overall Definer of "Luxury" Cars in China (2001-2011)

• December 05, 2016

Help Your Team Deal with Conflict

• Harvard Business Publishing
• May 15, 2016

Silvio Napoli at Schindler India (A)

• Michael Y. Yoshino
• Christopher A. Bartlett
• Perry L. Fagan
• February 12, 2003

Snapp: Scaling under Sanctions in Iran (B)

• Meg Rithmire
• Gamze Yucaoglu
• March 02, 2021

Lincoln Electric: Venturing Abroad

• Jamie O'Connell
• January 14, 1998

Globalization of CEMEX

• Pankaj Ghemawat
• Jamie L. Matthews
• September 08, 2000

Daiichi Sankyo's Acquisition of Ranbaxy - Cultural Issues in Integrating Business Models and Organisations

• Beng Geok Wee
• Geraldine Chen
• April 12, 2012

Levendary Cafe: The China Challenge

• October 24, 2011

Open Innovation at Fujitsu (A)

• Amy C. Edmondson
• Jean-Francois Harvey

Communicate Better with Your Global Team

• Sarah Green Carmichael
• December 11, 2014

Bosai Minerals: A Journey of "Going Global" Guided by Neo-Confucianism, Teaching Note

• April 19, 2022

FANUC Corporation: Reassessing the Firm's Governance and Financial Policies, Teaching Note

• Benjamin C. Esty
• October 04, 2016

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How To Choose A Topic For PhD Research In Management

Tom Baldwin - Jan 23, 2024

The journey of pursuing a PhD in Management is both an exhilarating and challenging endeavour. One of the critical milestones in this academic pursuit is choosing the right research topic. A well-crafted PhD research topic lays the foundation for a successful and impactful doctoral journey. In this guide on “Topic For PhD Research In Management,” we will provide insights into developing PhD research topics in project management and present a list of 13+ excellent topics in the broader field of management.

Key TakeAway

• Passion and Relevance: Choose a research topic aligned with your passion, ensuring it addresses current management issues.
• Feasibility and Scope: Define a realistic scope for focused and in-depth research within constraints.
• Consultation is Key: Engage with advisors and peers for insights and refinement of ideas
• Diverse Research Topics: Explore diverse management topics, from human resources to innovation and cultural sensitivity, offering opportunities for impactful research.

Table of Contents

Creating a simple guide for developing topic for phd research in management.

Before diving into the list of specific research topics, let’s establish a simple guide for developing a Ph.D. research topic in project management.

1. Identify Your Passion and Interest

PhD journey is an exhilarating yet challenging endeavour, and choosing a topic that aligns with your passion and interest is crucial for its longevity. If you find yourself struggling to find a PhD topic, take a moment to reflect on what aspects of management truly captivate your curiosity. Whether it’s unravelling the intricacies of human resources, exploring the dynamics of entrepreneurship, or delving into the nuances of strategic decision-making, selecting a topic that resonates with you will not only pique your interest but also keep you motivated throughout the extensive research process. 

2. Relevance to Current Issues

Choosing a PhD research topic that addresses the current challenges and issues in the field of management is crucial for producing impactful and relevant research. Staying informed about the latest developments, trends, and emerging paradigms ensures that the research is not only academically rigorous but also has the potential to influence and shape the industry’s future. Exploring trending PhD topics allows researchers to delve into areas that are actively shaping the management landscape, providing a unique opportunity to contribute to the ongoing discourse and advancements in the field.

3. Feasibility and Scope

While it’s tempting to aim for the stars, it’s crucial to ensure that your chosen topic is feasible within the constraints of time, resources, and data availability. Clearly define the scope of your research to stay calm. A well-defined scope helps you stay focused and enables a more in-depth exploration of your chosen subject.

4. Consultation with Advisors and Peers

Your advisors and peers can be invaluable resources during the topic selection process. Engage in meaningful discussions with them to gain insights into potential research areas. Their experiences and perspectives can help you refine your ideas and identify aspects of your chosen topic that you may have yet to consider.

Now, armed with this guide, let’s delve into specific PhD research topics in the field of management.

List of 13+ Excellent PhD Research Topics in the Field of Management

1. Management of Human Resources

Exploring innovative approaches to employee motivation and engagement.

Investigate novel methods to enhance employee motivation and engagement, considering factors such as remote work, flexible schedules, and recognition programs.

The Impact of Remote Work on Human Resource Management Practices

Examine how the widespread adoption of remote work influences traditional human resource management practices. Consider the challenges and opportunities presented by virtual work environments.

2. Strategic Entrepreneurship and Businesses Led by Women

Analyzing success factors for women-led businesses in a competitive landscape.

Identify the key success factors that contribute to the growth and sustainability of businesses led by women. Explore challenges unique to women entrepreneurs and strategies for overcoming them.

The Role of Gender in Shaping Entrepreneurial Strategies

Investigate how gender influences entrepreneurial strategies, decision-making processes, and the overall success of businesses. Address gender-related biases and their impact on entrepreneurial endeavours.

3. Innovation and Technology Management

Examining the relationship between technological innovation and organizational performance.

Explore how technological innovation contributes to organizational performance. Analyze the adoption of emerging technologies and their implications for business success.

Managing Innovation in the Era of Artificial Intelligence

Investigate the challenges and opportunities of integrating artificial intelligence into innovation processes. Explore how organizations can effectively manage AI-driven innovation.

4. Sustainable Development and Resource Management

Integrating sustainable practices in supply chain management.

Assess the integration of sustainable practices, such as eco-friendly sourcing and reduced carbon footprint, into supply chain management. Explore the economic and environmental benefits of sustainable resource management.

The Role of Leadership in Fostering Sustainable Business Practices

Examine how leadership practices influence the adoption of sustainable business practices. Analyze the impact of environmentally conscious leadership on organizational culture and performance.

5. Entrepreneurship with a Social Impact

Evaluating the social impact of entrepreneurial ventures.

Assess the social impact of entrepreneurial ventures beyond economic indicators. Explore how businesses can contribute to social welfare, community development, and sustainable practices.

Social Entrepreneurship as a Catalyst for Positive Change

Investigate the role of social entrepreneurship in addressing societal challenges. Analyze successful social enterprises and their strategies for creating positive and lasting change.

6. Global Enterprises and Their Management

Cross-cultural management strategies in global enterprises.

Explore effective strategies for managing cross-cultural teams and operations in global enterprises. Analyze the impact of cultural diversity on organizational performance and success.

Navigating Challenges in International Business Management

Examine challenges specific to international business management, such as cultural differences, legal complexities, and geopolitical factors. Develop strategies for overcoming these challenges and fostering global success.

7. Strategies Tailored to Cultural Sensitivity on a Global Scale

Developing cultural intelligence in global management.

Investigate the concept of cultural intelligence and its role in global management. Explore how leaders can enhance their cultural sensitivity to build successful international relationships.

The Role of Cultural Sensitivity in Effective Leadership

 Analyze how cultural sensitivity contributes to effective leadership in diverse organizational settings. Explore case studies and examples of leaders who have successfully navigated cultural nuances.

8. Customization On A Mass Scale in Business

Personalization strategies in mass production industries .

Explore how mass-production industries can incorporate personalization strategies to meet individual customer preferences. Analyze successful examples of businesses achieving mass customization.

Balancing Customization And Efficiency In Business Operations 

Investigate the challenges and opportunities of balancing customization with operational efficiency. Explore technological solutions and organizational frameworks that enable efficient customization.

9. Finance And Accounting In Management

The integration of financial strategies in strategic management.

Explore how financial strategies are integrated into overall strategic management. Analyze the role of financial decision-making in shaping organizational goals and objectives.

Accounting Practices And Decision-Making In Modern Businesses

Investigate the impact of accounting practices on decision-making in contemporary businesses. Analyze how financial information is used to inform strategic choices and resource allocation.

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10. Behavior Within Organizations

Understanding organizational behavior in the digital age.

Explore how advancements in technology and changes in the digital landscape influence organizational behavior. Analyze the implications of remote work, digital communication, and virtual collaboration on employee behavior.

The Impact Of Leadership Styles On Employee Performance

Investigate the relationship between different leadership styles and employee performance. Analyze how leadership behaviors and approaches contribute to organizational success.

11. Integration within Supply Chain Management

Optimizing integration strategies in supply chain management .

Explore strategies for optimizing integration within supply chain management. Analyze the role of technology, collaboration, and real-time data in enhancing supply chain efficiency.

Technology And Innovation In Supply Chain Integration 

Investigate the impact of technology and innovation on supply chain integration. Explore how emerging technologies, such as blockchain and IoT, transform traditional supply chain processes.

12. Strategic Decision-Making In High-Velocity Contexts

Decision-making in rapidly changing business environments.

 Explore the challenges and opportunities of decision-making in high-velocity business environments. Analyze how organizations can adapt their decision-making processes to stay agile and responsive.

Strategic Adaptability In High-Velocity Markets

Investigate the concept of strategic adaptability and its relevance in high-velocity markets. Explore case studies of organizations that have successfully navigated rapid changes in their industries.

13. Competitive Advantage In Interconnected Firms

Leveraging interconnectedness for competitive advantage.

Explore how interconnectedness, facilitated by digital technologies, can be leveraged for competitive advantage. Analyze strategies for building and sustaining competitive advantages in a hyper-connected business landscape.

Network-Based Competitive Strategies In The Digital Economy 

Investigate how businesses can develop and implement network-based competitive strategies in the digital economy. Explore the role of strategic partnerships, collaborations, and digital ecosystems.

14. Holistic Approaches To Business Planning

Integrating sustainability and profitability in business planning.

Explore how businesses can integrate sustainability goals into their overall business planning. Analyze the economic and environmental benefits of adopting a holistic approach to business planning.

Holistic Business Models For Long-Term Success

Investigate successful examples of businesses that have adopted holistic business models for long-term success. Analyze the key components of these models and their impact on organizational resilience.

15. Perceptions Of Organizational Fairness In The Context Of Cultural Differences

Cultural variations in perceptions of organizational fairness.

Explore how cultural differences influence perceptions of organizational fairness. Analyze how organizational policies and practices can be adapted to ensure fairness across diverse cultural settings.

Fairness and Employee Satisfaction Across Diverse Cultural Settings

Investigate the relationship between organizational fairness and employee satisfaction in diverse cultural settings. Analyze strategies for promoting a fair and inclusive workplace culture.

16. Imitation Strategies In Business

Exploring the role of imitation in business strategy.

Investigate the strategic role of imitation in business. Analyze how businesses can effectively imitate successful strategies while maintaining innovation and differentiation.

The Fine Line Between Imitation And Innovation In Business

Explore the delicate balance between imitation and innovation in business. Analyze case studies of companies that have successfully navigated this fine line to achieve sustained success.

Q1: How Long Does It Typically Take To Develop A PhD Research Topic In Management?

The time it takes to develop a research topic varies, but it often takes several months. It involves exploring literature, discussions with advisors, and refining your interests.

Q2: Can I Change My Research Topic After Starting My PhD?

 Yes, it’s possible to change your research topic, but it’s essential to discuss this with your advisors to ensure a smooth transition.

Q3: How Can I Ensure My Research Topic Is Relevant To The Industry?

Stay updated on industry trends, engage with professionals, and consider conducting interviews or surveys with industry experts to ensure relevance.

Choosing a Ph.D. research topic in management is a significant step that requires careful consideration. By following the guide provided and exploring the suggested research topics, you can pave the way for a successful and impactful doctoral journey. Remember, the key is to align your passion with the current needs of the field, ensuring that your research contributes meaningfully to the world of management.

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