Кто читает:: Департамент социологии

Статус:: Курс по выбору

Когда читается:: 1-й курс, 3 модуль

Abstract

This course is designed to develop competencies for effective management of social projects in a multicultural environment. Students will discover key theories of cross-cultural management (Hofstede, Hall, Trompenaars), study the peculiarities of intercultural communication, and learn how to adapt social entrepreneurship strategies to diverse cultural contexts. Special emphasis is placed on building trust, working in international teams, engaging with vulnerable groups, and designing ethically sustainable solutions. The course integrates academic theory with practical learning through case studies, simulations, group assignments, and a final project focused on creating a cross-cultural strategy for a social enterprise. It is recommended for students interested in global social initiatives, international development, and cross-border collaboration.

Learning Objectives

To give students an understanding of key theoretical approaches to studying cultural differences and their impact on management processes in social entrepreneurship.
To develop students' cross-cultural communication and leadership skills for working in international teams to solve social problems.
To teach students to analyze and adapt social initiatives, considering the cultural, ethical and institutional characteristics of different countries and communities.
To develop students' critical thinking and creativity in resolving cross-cultural conflicts and managing change in global social initiatives.

Expected Learning Outcomes

To explain the concept of culture from anthropological, sociological, and management perspectives
To define culture from different disciplinary perspectives
To explain Hofstede's cultural dimensions
To distinguish between high-context and low-context communication
To analyze organizational cultures using Trompenaars' framework
To apply the GLOBE model to leadership in multicultural environments
To critically evaluate the strengths and limitations of cultural models
To differentiate between culture, diversity, identity, and intercultural competence in the context of social entrepreneurship
To analyze how cultural values and social norms influence entrepreneurial behavior, organizational practices, and social innovation
To identify cultural factors affecting stakeholder engagement, community participation, and social impact initiatives
To recognize the role of cultural diversity as both an opportunity and a challenge for managing social enterprises
To evaluate the importance of cultural awareness and cultural intelligence for social entrepreneurs working in international and multicultural environments
Explain the principles and significance of intercultural communication in international and multicultural organizational settings.
Identify cultural factors that influence communication styles, trust-building, etiquette, and interpersonal interactions across cultures
Analyze common barriers to effective intercultural communication and their impact on collaboration within social enterprises
Apply appropriate intercultural communication strategies to improve cooperation with culturally diverse stakeholders, including beneficiaries, volunteers, partners, and local communities
Evaluate communication approaches in cross-cultural situations and recommend strategies for preventing misunderstandings and resolving communication challenges
Develop effective communication plans that take into account cultural differences in values, expectations, and communication preferences within international social entrepreneurship projects
Explain the role of verbal and nonverbal communication in intercultural interactions and organizational settings.
Differentiate between verbal and nonverbal communication channels and describe how they contribute to meaning-making across cultures.
Identify culturally specific patterns of nonverbal communication, including facial expressions, gestures, eye contact, posture, personal space, touch, silence, and paralanguage.
Analyze how cultural differences in verbal and nonverbal communication influence trust, collaboration, negotiation, and relationship-building within multicultural teams.
Interpret verbal and nonverbal cues in cross-cultural interactions while recognizing the potential for misinterpretation and cultural bias.
Apply culturally appropriate verbal and nonverbal communication strategies when interacting with beneficiaries, community members, international partners, volunteers, and other stakeholders in social enterprises.
Evaluate intercultural communication situations and recommend appropriate communication practices to reduce misunderstandings and improve collaboration in multicultural environments.
Design communication strategies that integrate verbal and nonverbal communication practices appropriate for culturally diverse stakeholders and international social entrepreneurship projects.
Explain the concepts of stereotypes, prejudices, discrimination, and bias, and their role in intercultural communication.
Differentiate between stereotypes and prejudices, recognizing their cognitive, emotional, and behavioral components.
Analyze how stereotypes and prejudices influence perception, decision-making, communication, and collaboration in multicultural environments.
Identify common cognitive biases that contribute to stereotyping and misunderstandings in intercultural interactions.
Evaluate the impact of stereotypes and prejudices on teamwork, leadership, stakeholder engagement, and conflict management within social enterprises.
Apply strategies for reducing stereotypes, overcoming prejudices, and promoting inclusive and respectful communication across cultures.
Demonstrate intercultural awareness, empathy, and critical self-reflection when interacting with individuals from diverse cultural backgrounds.
Design communication and management approaches that foster inclusion, mutual understanding, and equitable participation in multicultural teams and social entrepreneurship initiatives.
Explain the characteristics of multicultural teams and the role of cultural diversity in team dynamics and organizational performance.
Identify cultural factors that influence communication, decision-making, leadership expectations, collaboration, time management, and attitudes toward hierarchy within multicultural teams.
Analyze the potential advantages and challenges of cultural diversity, including creativity, innovation, misunderstanding, subgroup formation, conflict, and unequal participation.
Recognize how stereotypes, unconscious bias, language differences, and power inequalities affect relationships and performance within culturally diverse teams.
Evaluate the influence of different cultural backgrounds on team roles, expectations, motivation, feedback, trust-building, and approaches to responsibility.
Apply culturally appropriate strategies for establishing shared goals, roles, communication norms, decision-making procedures, and accountability within multicultural teams.
Assess multicultural team challenges and recommend management solutions appropriate to specific organizational and cultural contexts.
Explain how cultural values influence leadership styles, authority, communication, and decision-making in multicultural organizations.
Compare different leadership approaches and evaluate their effectiveness in diverse cultural and organizational contexts.
Analyze the impact of cultural differences, power distance, and communication styles on leadership practices and team dynamics.
Identify the sources and types of conflicts that arise in multicultural teams and cross-cultural collaborations.
Apply culturally appropriate conflict management strategies to resolve interpersonal and organizational conflicts in multicultural settings.
Evaluate the effectiveness of different leadership and conflict resolution approaches in international social enterprises and cross-sector partnerships.
Explain the principles of community engagement and participatory approaches in the design and implementation of social entrepreneurship initiatives.
Identify key stakeholder groups and analyze their roles, interests, influence, and expectations within culturally diverse communities.
Analyze the impact of cultural, social, and institutional contexts on community participation and stakeholder collaboration.
Apply participatory methods, including co-creation and stakeholder consultation, to support inclusive decision-making and social innovation.
Evaluate the role of local knowledge, community assets, and lived experience in addressing complex social challenges and creating sustainable solutions.
Explain how cultural, social, economic, and institutional contexts shape the development and operation of social enterprises in different countries.
Compare social enterprise models across diverse cultural settings, identifying similarities, differences, and context-specific characteristics.
Analyze the influence of cultural values, stakeholder expectations, and local governance systems on social entrepreneurship practices.
Evaluate the opportunities and challenges associated with transferring and scaling social enterprise models across different cultural contexts.
Apply cross-cultural management principles to the design, implementation, and evaluation of social enterprise initiatives operating in international and multicultural environments.
Critically evaluate international case studies of social enterprises, identifying best practices and lessons for culturally appropriate and socially sustainable innovation.
Explain the role of cultural, social, and institutional contexts in the design and implementation of social innovations.
Analyze how cultural values, local needs, stakeholder expectations, and community assets influence the development of socially innovative solutions.
Apply human-centered and participatory design principles to develop culturally appropriate social innovation initiatives.
Integrate local knowledge, stakeholder perspectives, and community participation into the design process to enhance relevance, ownership, and sustainability.
Develop culturally responsive social innovation strategies that address local social challenges while respecting community values, traditions, and practices.
Evaluate the potential social impact, feasibility, inclusiveness, and sustainability of social innovation projects operating in multicultural environments.
Explain the principles of international partnerships and cross-cultural negotiation in the context of social entrepreneurship and social innovation.
Identify the roles, interests, and expectations of diverse international stakeholders, including NGOs, government agencies, businesses, donors, community organizations, and international institutions.
Analyze how cultural values, communication styles, power dynamics, and institutional contexts influence partnership development and negotiation processes.
Evaluate the opportunities and challenges of establishing and maintaining international partnerships across different cultural and organizational environments.
Apply culturally appropriate negotiation strategies to facilitate collaboration, build trust, and achieve mutually beneficial outcomes in multicultural settings.
Develop partnership strategies that promote shared decision-making, equitable collaboration, and long-term stakeholder engagement across cultures.
Design a negotiation and partnership plan for an international social entrepreneurship initiative, integrating cross-cultural management principles and ethical considerations.

Course Contents

Topic 1. Culture, Diversity and Social Entrepreneurship
Topic 2. Theories of Culture in Management
Topic 3. Intercultural Communication Matters
Topic 4. Verbal and Nonverbal Communication Channels
Topic 5. Stereotypes and Prejudices in Intercultural Communication
Topic 6. Managing Multicultural Teams
Topic 7. Cross-cultural Leadership and Conflict Management
Topic 8. Community Engagement and Participatory Approaches
Topic 9. Social Enterprises Across Cultures
Topic 10. Designing Social Innovation for Different Cultural Contexts
Topic 11. International Partnerships and Negotiations

Assessment Elements

Class participation and seminar activities
Continuous assessment based on students' active participation throughout the course. Participation is evaluated during seminars through discussions, collaborative activities, case analyses, simulations, role plays, and other practical exercises designed to develop intercultural management competencies.
Individual case study analysis
Students will complete individual written analyses of one or more case studies addressing challenges in cross-cultural management, international social entrepreneurship, or stakeholder collaboration. Through these assignments, students will apply theoretical concepts to real-world situations, critically evaluate management decisions, and develop culturally appropriate recommendations.
Final Group Project (written report)
Students will work in groups to develop a comprehensive proposal for a culturally responsive social innovation or social enterprise operating in a selected country or community. The project should demonstrate the ability to integrate the theories, concepts, and practical tools introduced throughout the course into a coherent and feasible solution. The written report should include a cultural and institutional context analysis, stakeholder analysis, community engagement strategy, cross-cultural management approach, implementation plan, and methods for evaluating the project's expected social impact.
Project Presentation and Defense
At the end of the course, each project team will deliver an oral presentation of their final project and participate in a question-and-answer session. The presentation should clearly communicate the proposed social innovation, demonstrate the application of cross-cultural management concepts, and justify key decisions related to cultural adaptation, stakeholder engagement, and implementation. Students are expected to present their project in a professional manner, respond to questions, and demonstrate their ability to critically reflect on and defend their proposed solution.

Interim Assessment

2026/2027 3rd module
0.2 * Project Presentation and Defense + 0.2 * Class participation and seminar activities + 0.2 * Individual case study analysis + 0.4 * Final Group Project (written report)

Bibliography

Recommended Core Bibliography

Brown, T. (2009). Change by design : how design thinking can transforms organizations and inspires innovation / Tim Brown with Barry Katz. New York: Harper Collins. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edswao&AN=edswao.308063775
Building social business : the new kind of capitalism that serves humanity's most pressing needs, Yunus, M., 2011
Cultural intelligence : people skills for global business, Thomas, D. C., 2003
Culture, leadership, and organizations : the GLOBE study of 62 societies / ed. by Robert J. House . (2004). Thousand Oaks, Calif. [u.a.]: Sage Publications. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edswao&AN=edswao.111320100
Culture's сonsequences: сomparing values, behaviors, institutions, and organizations across nations, Hofstede, G., 2004
Getting to yes : negotiating an agreement without giving in, Fisher, R., 2012
Guo, Chao, and Wolfgang Bielefeld. Social Entrepreneurship : An Evidence-Based Approach to Creating Social Value, John Wiley & Sons, Incorporated, 2014. ProQuest Ebook Central, https://ebookcentral.proquest.com/lib/hselibrary-ebooks/detail.action?docID=1637065.
International dimensions of organizational behavior, Adler, N. J., 2008
Judith N. Martin, Thomas K. Nakayama, & Martin Judith N. (n.d.). Intercultural Communication in Contexts Fifth Edition. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.F78FCA95
Livermore, D. A. (2015). Leading with Cultural Intelligence : The Real Secret to Success: Vol. Second edition. AMACOM.
Riding the waves of culture : understanding diversity in global business, Trompenaars, F., 2014
Riding the Waves of Culture. Understanding Cultural Diversity in Business (3rd ed). (2012). Sonoma/Nicolas Brealey Publishing Ltd. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsnar&AN=edsnar.oai.research.vu.nl.publications.04e86b70.37ec.4522.85d6.95da8086010d
Sherry R. Arnstein. (2019). A Ladder of Citizen Participation. Journal of the American Planning Association, (1), 24. https://doi.org/10.1080/01944363.2018.1559388
Social innovation : new forms of organisation in knowledge-based societies, , 2013
The future of competition : co-creating unique value with customers, Prahalad, C. K., 2004
Understanding social enterprise : theory and practice, Ridley-Duff, R., 2011
When Cultures Collide: leading across cultures, Lewis, R. D., 2014

Recommended Additional Bibliography

Alena Albutova. (2013). Social Entrepreneurship in Russia: Key Actors and the Development Potential. Journal of Economic Sociology, (3), 109. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.hig.ecosoc.v14y2013i3p109.132
Beyond the market and state : social enterprises and civil democracy in a welfare society, Pestoff, V. A., 2003
Cronje, J. C. (2011). Using Hofstede’s cultural dimensions to interpret cross-cultural blended teaching and learning. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.113A7439
Culture, leadership, and organizations : The GLOBE study of 62 societies, , 2004
Cultures and Organizations: software of the mind: intercultural cooperation and Its importance fo..., Hofstede, G., 2010
Dean Tjosvold, Kwok Leung, Fiona Moore. 2016. Cross-Cultural Management : Foundations and Future. Taylor & Francis Group
Effective management of social enterprises : lessons from businesses and civil society organizations in Iberoamerica, , 2006
Governing the commons : the evolution of institutions for collective action, Ostrom, E., 2019
Identity and violence : the illusion of destiny, Sen, A., 2007
Inside social enterprise : looking to the future, Fitzhugh, H., 2015
Johnson, K. M. (2017). Negotiations : Insights, Strategies and Outcomes. New York: Nova Science Publishers, Inc. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1540044
Leading with Cultural Intelligence : The Real Secret to Success Livermore, David AMACOM 2015
Lewis, R. D. (2006). When Cultures Collide : Leading Across Cultures 4th Edition (Vol. 3rd ed). Boston: Nicholas Brealey. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=160054
Meyer, E. (2014). The Culture Map : Decoding How People Think, Lead, and Get Things Done Across Cultures. PublicAffairs.
Negotiation, Lewicki, R. J., 2003
Pecherskaya E.P., Tarasova T.M., Timofeeva E.A., & Zarubin V.G. (2019). Mission of Social Entrepreneurship in Modern Russia. SHS Web of Conferences, 06003. https://doi.org/10.1051/shsconf/20196206003
Unceta, A., & Barandiarán, X. (2019). Social Innovation as an instrument for Public Innovation. Universia Business Review, (61), 100–111. https://doi.org/10.3232/UBR.2019.V16.N1.04
Understanding intercultural communication, Ting-Toomey, S., 2012

Authors

KUZINER EVGENIIA NIKOLAEVNA
Kiseleva Mariia Alekseevna

Магистерская программа «Социальное предпринимательство и инновации»

Контакты

Социальные сети

Cross-cultural Management in Social Enterprises

Course Syllabus