Virtual Teams and International Business Teaching and Learning: The Case of the Global Enterprise Experience (GEE)

The increasing importance of global virtual teams in business is reflected in the classroom by the increased adoption of activities that facilitate real-time cross-cultural interaction. This article documents the experience of students from two Colombian universities who participated in a collaborative international project using virtual teams as part of the international business (IB) curriculum. The data reveals that in spite of challenges associated with time zone differences, technology limitations, and trust issues, the vast majority of students perceived that the use of virtual teams as a teaching tool facilitates cultural understanding and IB-relevant learning. The findings of this research suggest that online experiential exercises can be an effective approach in teaching and in the development of virtual collaboration skills.     

The Global Awareness Curriculum in International Business Programs: A Critical Perspective

Designing educational sequences that enhance the cognitive, behavioral, and critical skills of a diverse learning community seeking global competencies, requires mindfulness of different international educational models, a tailored curriculum designed to build different types of awareness learning, and clarity in targeted outputs keeping in mind a range of potential occupations and life situations in which such skills will be used. This article outlines conceptual frameworks for global awareness sequences in international management programs, building on existing cross-cultural research, training literature, and comparative analysis of different higher education models. It updates global competence learning frameworks to include recent advances in cultural intelligence, critical reflexivity, and post-colonial perspectives on management education. It calls attention to changing student demographics as a catalyst for moderate curriculum reform, especially a rehabilitation of core global awareness knowledge components eclipsed by cross-cultural courses and humanities requirements. A curriculum for business students with a sequential and/or simultaneous implementation of three pedagogical dispositions (knowledge, behavior, and critical acculturation) is discussed.     

Does a Student’s Personality Influence Global Attentiveness and Internationalism in an International Business Course?

Learning outcomes for international business (IB) courses are designed to do more than simply impart IB knowledge. However, past studies have had mixed results on the impact of learning in IB courses. This study examines whether a student’s personality may affect learning outcomes. The results suggest that after completing an IB course, students become more interested in keeping up with important international issues (i.e., global attentiveness) and also benefit from a stronger global outlook (i.e., internationalism). The Big Five personality trait, openness to experience, partially affected these learning outcomes. Students in our study with a high degree of openness to experience were the most global attentive before and after taking the IB course. However, openness to experience levels did not significantly influence levels of internationalism. Implications of this study and suggestions for future research are also discussed.     

Integrating Cross-Cultural Marketing Research Training in International Business Education Programs: It's Time,and Here's Why and How

International business necessitates that its international business educators prepare today's workforce with skills necessary to take on cross-cultural research tasks and challenges. Yet, global business finds these skills in short supply. Perhaps this is the case because empirical evidence shows U.S. academic coverage of cross-cultural research complexities are severely limited as measured by text coverage. Slightly lagging behind international business and marketing programs located outside the United States in recognizing and acting on this this need, many U.S. programs now seek to enhance cross-cultural coverage. However, empirical evidences show that U.S.-based programs and the textbooks they use are lagging behind in their treatment of cross-cultural marketing research. Coverage in these texts is typically limited to a single chapter that repeats basic research concepts usually covered in principles of marketing courses. This article discusses a customized international marketing research course integrated with training that includes cross-cultural research issues and complexities and provides a framework of criteria useful in selecting an appropriate text.     

Closing the Learning Loop: A Review of Assignments in International Business Education

The continuing rapid globalization has significantly changed the nature of business and management, leading to increased pressure from a wide range of stakeholders to globalize business schools and to internationalize business curricula. This comes with a corresponding imperative to rigorously evaluate the impact of an international business education at institutional, program, and course levels. This study focuses on the types of assignments employed and approaches to assignment design in international business courses. A total of 92 studies in the scholarly literature on international business and international management are reviewed from 1970 to 2014. The study finds significant opportunities to expand and enrich research on assignment design, so as to better equip international business educators to validly and reliably measure learning outcomes.     

Integrating Knowledge and Developing Critical Thinking in a Capstone International Business Course: A Never-Ending Work in Progress

More and more is heard from scholars, accrediting institutions, and the business world about the importance of developing critical thinking and written communication skills in college graduates. This is perhaps especially true, in a business school, for international business graduates who lack a traditional functional major. Often, the development of these skills is thought best accomplished through courses that integrate knowledge, take a problem-based approach, and include a signature work for each student. In this article, we discuss one institution’s international business capstone course, illustrating how it adheres to these ideals. From the standpoint of informal assessment, we discuss how student results from the course are used to tweak feeder courses to the capstone. We also discuss the more formal assessment of the course learning objectives, which we are just beginning.     

Internationalizing the Assessment Criteria to Build Cross-Cultural Competency

ABSTRACT

International business programs, universities with international students, and educators who seek to internationalize their teaching need to make informed decisions about teaching, testing, and assessment criteria. The infusion of American business curricula throughout the world as well as the need to train American business students for leadership roles in global contexts calls for teaching and assessment practices which explore a plurality of cognitive, affective and behavioral pedagogical strategies. This article considers traditional education and assessment in China in light of American educational practices currently used for assessment in business training. It explores how an understanding of modern Confucianist values can shape assessment choices in both American and overseas programs as an example of developing cross-cultural awareness. The authors call for an assessment process in business education which draws from a plurality of methods adapted to teaching, learning and testing for global awareness.     

Designing transformative learning experiences for managerial transition to integrative CSR

Business leaders have increasingly committed to redefining corporate purpose in terms of corporate social responsibility (CSR). The challenge now is to enact this commitment. This article argues that to do so, managers must adopt a new cognitive frame (or mental lens). Specifically, managers must disengage from their existing instrumental frames, under which they consider CSR only instrumentally as a means to drive profit and pay only peripheral attention to external stakeholder goals, and instead engage with an integrative frame, in which CSR goals are intrinsic to business plans and are considered equivalent to, and simultaneously with, the firm’s financial goals. To enable managerial transition from the established instrumental frame to a novel, challenging, integrative frame, this article presents a transformative learning experience (TLE). In the TLE, managers first are immersed in a business initiative explicitly designed to expose the inadequacies of the instrumental frame for the redefined corporate purpose. This activates disorienting dilemmas in which the instrumental frame no longer applies but a new frame is not yet apparent. In the second phase, firms provide managers with heuristics such as metaphorical reasoning to enable experimentation with an integrative frame. This article provides guidelines for the structure in which this process should be embedded, how this process can be activated, and the process and learning outcomes to measure.     

Designing and Delivering Business Ethics Teaching and Learning

The recent corporate scandals in the United States have caused a renewed interest and focus on teaching business ethics. Business schools and their faculties are reexamining the teaching of business ethics and are reassessing their responsibilities to produce honest and truthful managers who live lives of integrity and ethical accountability. The authors recognize that no agreement exists among business schools and their faculties regarding what should be the content and pedagogy of a course in business ethics. However, the authors hold that regardless of one’s biases regarding the content and pedagogy, the effective teaching of business ethics requires that the instructor in designing and delivering a business ethics course needs to focus particular attention on four principal questions: (1) what are the objectives or targeted learning outcomes of the course? (2) what kind of learning environment should be created? (3) what learning processes need to be employed to achieve the goals? and (4) what are the roles of the participants in the learning experience? The answers to these questions provide the foundations for any business ethics course. The answers are major determinants of the impact of a business ethics course on the thinking of students and the views on the ethical and professional accountabilities and responsibilities of managers in the workplace.     

Course-Specific Motivated Learning and Outcomes: The Role of the Perceived Task Value of Course-Specific Assignments

Although the internationalization of curricula has increased steadily over the past 30 years, most universities and business schools have concentrated their efforts on program assessment activities, leaving course-level assessment as a gap in most international business assessment portfolios. To address the gap in aligning course-specific designs with course-specific learning outcomes, the current study focuses on a specific course domain. This study (1) assesses how students' subject-specific motivational beliefs and learning behavior affect their perceived learning outcomes, and (2) examines how students' perceptions of the task value of subject-specific assignments strengthen or weaken the effect of motivated learning on learning outcomes. The results highlight the critical roles of group-based term projects and individual-based IT tasks in strengthening the effect of self-efficacy and deep learning behavior on learning outcomes. International business educators are thus advised to manage students' perceived task value with regard to outcome and effort expectancy. Practicable recommendations are provided for building up students' expectations about desirable learning outcomes in relation to project-specific assignments, and fostering students' beliefs about return-on-efforts through project-specific assessment rubrics.     

Teaching Cross-Cultural Management Skills

Students who envisage careers in international business must learn to manage cultural differences on three levels: self, interpersonal, and organizational. Five related and synergistic exercises give students experience in dealing with and solving real-world problems in crosscultural management on all three levels. The multicultural college campus offers resources that are tapped by students and usually provides a situation of longstanding separation, alienation, or even hostility among various cultural groups that has defied decades of official ministrations. Through the five exercises students ire empowered as cross-cultural managers within their own work organization (i.e., the college) and prove to be highly successful in solving cross-cultural problems. The techniques learned in these exercises provide effective preparation for future management positions in the international arena.     

Short-term global business immersion courses: Short-term program,long-term effects?

This article explores the potential impact of short-term global business immersion courses designed for undergraduate students at the Indiana University Kelley School of Business. As part of the Global Foundations Core curriculum, the school offers students a unique opportunity to study a country or region in depth in the classroom and then participate in an accompanying short-term study program abroad. In this article, multiple Kelley faculty who teach global immersion courses offer context-specific strategies and insights into classroom teaching and observed outcomes for student learning. Research shows that short-term study-abroad programs can offer transformative opportunities for students when intentionally designed as part of curriculum, affecting attitudes toward environmental citizenship and shaping global careers. The Chronicle of Education reports that even short study-abroad programs can have a lasting effect. To date, the Kelley School has not measured for standardized learning outcomes across its 14 existing global immersion courses, so this article does not offer commentary on program-wide student learning. However, through analyses of their on-campus course design and respective overseas program activities, Global Business Immersion program faculty share insights into student learning as observed in their individual programs. Our intent is to capture the impact of the courses through the lens of faculty program directors and student participants in three programs across three continents. In addition, we contribute to future research on similar global academic initiatives and add to the expanding body of knowledge on the impacts of short-term study abroad.     

“One of these days,things are going to change!” How do you make sense of market disruption?

The significance of mindsets is apparent in everyday business life. As today’s managers and companies face uncertainty and disruptive change in the business environment and markets, there is a growing need to understand and strategically address such change. This becomes challenging when disruptive market forces confront the institutional logic or rules of the game based on collectively acquired experience of doing business in the given field. In overcoming such challenges, managers’ hidden reasoning remains an untapped potential while their existing mindset influences what they attend to and what they decide to do. This article elaborates a diagnostic framework, accompanied by a tool to help managers make sense of disruptive markets and reflect individually and collectively on possible courses of action. The framework has two principal dimensions—strategic scope and focus—that are further divided into three business elements of strategic market-oriented management: offering, customer, and market. The tool offers a practical means of profiling individuals’ mindsets. In increasingly dynamic business environments, reflection capabilities represent a new source of competitive advantage.     

What Does it Mean when Mitchell Gets an ‘A’ in Business Ethics? or the Importance of Service Learning

In this essay I show that business needs business school graduates who are capable of ethical business action. Thus, business ethics courses should help students develop the capacities and skills they will need to act ethically at work. Towards this developmental end, I list eight steps business ethicists can take to implement service learning in their courses. I show how service learning in the classroom can be combined with a college honorary program to promote ethical business actions in students.     

Teaching International Business Across Multiple Modes of Delivery: How to Maintain Equivalence in Learning Outcomes

The drivers of globalization are changing how, where, and when international business (IB) is being taught, and increasing student diversity. Concomitantly, education is becoming an important contributor to GDP in developed economies. Today, the same course may be taught at home to domestic and in-bound international students, in host countries, online, and through blended learning techniques. The increasing variety of modes of delivery raises an important question, however—how to deliver the same material in different contexts and achieve the same learning outcomes. This article examines the changing face of IB education and presents a case study on how this question has been answered at one Australian university.     

Examining cross-cultural compatibility of high performance work practices

This paper examines the relationship between high performance work practices (HPWPs) and cross-cultural dimensions to debate the effectiveness of HPWPs in cross-cultural settings. Using systematic review, 140 articles were identified on HPWPs and cross-cultural human resource management. Synthesizing the two literature areas results in four key findings. Many HR practices labelled as HPWPs are affected by national cultural dimensions. Also, several practices labelled as HPWPs have not been a part of the cross-cultural HR literature, and that limited studies in both area focus on the impact of cultural compatibility on outcomes. Finally, a few selected cultural dimensions have dominated the cross-cultural HR literature. Thus, more work is needed to: understand the role of national culture on effectiveness of HPWPs; increase coverage of HPWPs in the cross-cultural HR literature; understand the impact of cultural compatibility of HR practices and HPWPs on outcomes; and, incorporate additional cultural dimensions in future work.     

Content,Pedagogy, and Learning Outcomes in the International Marketing Course

Abstract

The early internationalization of business school curricula was in response to corporate needs and expectations, and the Association to Advance Collegiate Schools of Business (AACSB International) fostered changes by instituting accreditation outcomes that focused upon international content in the curriculum. By the late 1990s, a course in international marketing was standard at most accredited college and universities, and faculty in these courses reported on various approaches to teaching the course. The main objective of the current study was to examine the course content, pedagogy, and learning outcomes of current international marketing courses. As such, a content analysis of international marketing syllabi from 89 colleges and universities was conducted. Findings from this indepth analysis offer insights regarding knowledge content coverage, pedagogical strategy, and learning outcomes assessment and provide an update on the current status of teaching international marketing in schools of business.     

Ethics Programs in Global Businesses: Culture's Role in Managing Ethics

Even if there were widespread cross-cultural agreement on the normative issues of business ethics, corporate ethics management initiatives (e.g., codes of conduct, ethics telephone lines, ethics offices) which are appropriate in one cultural setting still could fail to mesh with the management practices and cultural characteristics of a different setting. By uncritically adopting widely promoted American practices for managing corporate ethics, multinational businesses risk failure in pursuing the ostensible goals of corporate ethics initiatives. Pursuing shared ethical goals by means of culturally inappropriate management practices, in short, can undermine the effectiveness of ethics management efforts. This article explicates how several important dimensions of culture can influence the effectiveness of common ethics initiatives, and recommends the development and application of a culture-structure contingency analysis in the task of encouraging ethical behavior in global businesses.     

Epistemological and Pedagogical Challenges of Teaching International Business Ethics Courses

International business ethics courses imply four basic epistemological and pedagogical challenges: (a) understanding various perceptions of ethics and values/virtues; (b) identifying ethical maxims among religious/spiritual traditions; (c) designing international business ethics courses as dialogical experiences; and (d) deepening our personal contribution to others’ learning process. This article argues that those epistemological and pedagogical challenges could determine the design and the contents of international business ethics courses: facing up to compatible/incompatible ethical theories (philosophical questioning), identifying ethical maxims among religious/spiritual traditions (religious and spiritual questioning), and reading our actions/decisions as quasi-texts (literature-bound questioning). Business ethics teachers could take those challenges upon themselves and design their business ethics courses accordingly. For each of the four challenges, a specific ethical issue is described; advice for teachers as well as ethical questions for debate and personal development are provided.     

Seven Exercises to Get Students Thinking

This article contains seven exercises I have used in my Business Ethics classes. A central aim of the class is to clarify the values which guide ethical consideration and use these to evaluate a range of business activities. The value of these exercises lies in their ability to connect the personal to the economic and political and in so-doing, to clarify what it might mean to personally lead an ethical life as a more aware business person, consumer and citizen. The discussions these exercises facilitate can, in the hands of a competent teacher, be both broad ranging and profound. Their ability to connect the larger economic world to ones own personal world of values have been greatly appreciated by my own students and they are offered here in the hope that they might be of some value to others in the field.