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Lehrende: Tobias Grünfelder
Veranstaltungsart:
Seminar
Orga-Einheit: Corporate Management & Economics
Anzeige im Stundenplan:
Ausg.Themen CME I
Semesterwochenstunden:
3
Credits:
6,0
Hinweis: In Ihrer Prüfungsordnung können abweichende Credits festgelegt sein.
Standort:
Campus der Zeppelin Universität
Unterrichtssprache:
Englisch
Min. | Max. Teilnehmerzahl:
7 | 18
Prioritätsschema: Standard-Priorisierung
Inhalte:
The Global Case Study Challenge (GCSC) is a real cross-cultural and virtual experience. The GCSC 2021 will take place as an online event on the 6.10., 27.10., 17.11., 26.11., and 10.12.2021.
How to work successfully across cultures? How to engage and cope with cultural diversity in an effective and mutually beneficial manner? Questions like these are tackled in this new course, which introduces the current state of research on transcultural leadership and prepares students to participate in the Global Case Study Challenge 2021.
The Global Case Study Challenge (GCSC) is a real cross-cultural and virtual experience, which provides the participants with invaluable experience for their private and professional lives. Students are organized in global virtual teams and are assigned a case study and different activities to work on as a team over a period of 8 weeks. While working on international business challenges, not only do students gain knowledge in the different thematic areas of the case studies, but also experience how to work with people from different cultures, time zones, study programmes and all that in the virtual context. The GCSC offers students to collaborate in global virtual teams, to foster digital leadership and remote work skills, to develop intercultural and transcultural competence, to network with future and current professionals and to receive a certificate of completion. More information about the GCSC you will find on the website: http://www.globalcasestudychallenge.com/
In addition to the GCSC, students will explore the concept of transculturality and transcultural leadership. The transcultural approach does not focus on the borders, differences and conflicts between "cultural containers", but considers cultural diversity as a starting point for the development of common learning and cooperation opportunities. In contrast to the prefix "inter" (between), the prefix "trans" (through, across, beyond, to the other side) stands for something connecting, for building bridges and jointly developing new cultural commonalities, and thus for a productive approach to the demands of cooperation in global networks of diversity.
This course is representing one focus area of the Leadership Excellence Institute Zeppelin | LEIZ.
Lernziele:
Understanding of diversity, culture, and critical self-reflection:
Students explore current research on diversity management, as well as different approaches on culture. In text analysis and interactive formats, they gain a deeper understanding of the concept of cultural diversity and, in particular, an understanding of their own cultural affiliation.
Cultural diversity as potential:
In case studies, the students experience cultural diversity as a learning opportunity and as a driver of innovation for themselves and their projects.
Strategies and tools:
The students learn strategies to focus on commonalities and cooperation potentials in global projects and to use them successfully. For this purpose, they are presented with tools that are applied in small groups.
Motivation:
The students feel ready to interact in a network of diversity and to participate in the development of new cultural commonalities. They develop ideas on how they can initiate and help shape productive diversity management processes themselves.
Weitere Informationen zu den Prüfungsleistungen:
Presentation at the GCSC Global Virtual Conference (mid-term) and Reflection Paper (end-term).
Literatur:
Literaturangaben:
Barmeyer C. & Franklin P. (2017): Intercultural Management - A Case-Based Approach to Achieving Complementarity and Synergy. 1st ed. 2017.
Bennett, M. (2016): The Value of Cultural Diversity: Rhetoric and Reality, IDR-Institute.
Bolten, J. (2011): Diversity Management als interkulturelle Prozessmoderation, Interculture Journal.
Fang, T. (2005): From “onion” to “ocean”: paradox and change in national cultures, International Studies of Management and Organization, Vol. 35 No. 4, pp. 71-90.
Uhl-Bien, M. & Arena, M. (2017): Complexity leadership: Enabling people and organizations for adaptability, in: Organizational Dynamics (2017), 46, 9-20.
Wieland, J. & Baumann Montecinos, J. (2018): Transculturality and Global Value Creation, in: Wieland, J., Baumann Montecinos, J. (Eds): Sub-Saharan Perspectives on Transcultural Leadership, Marburg: Metropolis, 17–39.
Wieland, J. (2019): Transculturality as a Leadership Style – A Relational Approach, in: Wieland, J. / Baumann Montecinos, J. (eds.) Transcultural Leadership and Transcultural Competence, Marburg: Metropolis, 21-41.
Further literature to be announced in class.
Wenn Sie E-Learning Funktionalitäten nutzen möchten, tragen Sie bitte "Ja" ein.:
Ja
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