International Business Studies FT
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International Teambuilding and Trans-Cultural Management

level of course unit


Learning outcomes of course unit

Students will
understand how culture, people, groups, organisations and society have an influence
acquire an analytical and conceptual understanding of their own culture
be able to recognize and understand important differences to other cultures
understand how culture influences our attitudes and behaviour
recognize when and how cultural differences affect business relationships
recognize the significance of leadership and team-building in a multicultural environment.

prerequisites and co-requisites

not specified

course contents

The course 'International Teambuilding and Trans-Cultural Management' has the following aims and thematic focal points:
For a start students will be given an introduction to international teambuilding:
What opportunities and challenges can be presented by an international team?
What are the underlying phases of the teambuilding process? (bridging - mapping - integrating)
How can the competencies of individuals be optimally deployed in a team? (knowledge of the individual skills and cultural preferences, finding synergies)
What skills does the team leader require?

Focal points of this part of the course are: How can intercultural skills and culture-specific knowledge be optimally deployed in a team? How should the knowledge of group dynamics, especially in international groups, be implemented successfully? How can I convey the knowledge that culturally diverse groups are, under the right leadership, more effective and more innovative?
Method: theoretical input, exercises in the teambuilding process - a strong practical focus is significant.

In the second section the course deals with trans-cultural management. Students will be prepared for the challenges of the international environment. It deals with the following content:
What does trans-cultural management mean? (culture and trans-culture in an international context, what are the challenges and opportunities?)
Leadership in an international context: leadership theories, challenges, skills
Organisational culture in an international and trans-cultural environment
Profile of a leader in a trans-cultural context

Key aspects: Development of international awareness, aims of trans-cultural management in international organisations and corporations, implementation and goals/visions, profile and requirements of a leader in such a context, perspectives in the 21st century.
Method: theoretical input, case studies of global companies, analysis of various leadership styles in different cultural settings, best and worst practices - very practically oriented.

recommended or required reading

Branine, M. (2011). Managing across cultures. London : Sage Publ.
Browaeys, M.-J., & Price, R. (2011). Understanding cross-cultural management. Harlow: Financial Times Prentice Hall.
Cooper, G. L. (Ed.). (2005). Leadership and management in the 21st century. Oxford: Oxford Univ. Press.
Gannon, M. J. (Ed.). (2002). Handbook of cross-cultural management. Oxford: Blackwell Business.
Guirdham, M. (2011). Communicating across cultures at work. Basingstoke: Palgrave Macmillan.
Hall, E. T., & Hall, M. R. (2003). Understanding cultural difference (13th ed.). Yarmouth: Intercultural Press.
Hofstede, G. (2005). Cultures and organizations (2nd ed.). New York: McGraw-Hill.
Lane, H., Maznevski, M., Deetz, J., Di Stephano, J., International Management Behavior. Leading with a Global Mindset, John Wiley&Sons, 2009.
Maznevski, M., Di Stefano, J., Synergies from individual Differences. In: Perspectives for Managers 108, March 2004
Mead, R. (2005). International Management: cross-cultural dimensions (3rd ed.). Malden, Mass: Blackwell.
My Hanh Derungs, I. Trans-cultural Leadership for Transformation. Palgrave 2011.
Redding, S. G. (2002). Cross-cultural management. Cheltenham: Elgar.
Simons, G. F. (2002). EuroDiversity: A business guide to managing difference. Boston: Butterworth-Heinemann.
Spencer-Oatey, H., Franklin, P. Intercultural Interaction. A multidisciplinary Approach to Intercultural Competences. Palgrave 2009.
Thomas, D. C., & Inkson, K. (2003). Cultural Intelligence - people skills for global business. San Francisco: Berret-Koehler.

assessment methods and criteria

Scientific paper and/or presentation

language of instruction


number of ECTS credits allocated


course-hours-per-week (chw)


planned learning activities and teaching methods

Lecture, group work, presentation and task discussion

semester/trimester when the course unit is delivered


name of lecturer(s)

Dr. Schreiner Karin , M.A.

year of study

1st year

recommended optional program components

not specified

course unit code


type of course unit


mode of delivery

In-class course

work placement(s)

not applicable