Suchergebnisse

"The Handbook of Experiential Learning In International Business is a one-stop source for international managers, business educators and trainers who seek to either select and use an existing experiential learning project, or develop new projects and exercises of this kind. The book is divided in two parts: Part I: Theories and Concepts of Experiential Learning in IB/IM.Part II: Examples of Experiential Learning Projects in IB/IM. The first part is dedicated to chapters dealing with conceptual and theoretical approaches to enhancing teaching and learning of International Business (IB) and International Management (IM) by the means of experiential learning, and foundational aspects of pedagogy and experiential learning. The second part contains specific applications of experiential learning in IB and IM. Each chapter in this section describes in detail one experiential learning project (e.g., X-Culture, Global Enterprise Experience, Export Odyssey, any other experiential projects which are used in IB and IM teaching)"--

The Handbook of Experiential Learning In International Business is a one-stop source for international managers, business educators and trainers who seek to either select and use an existing experiential learning project, or develop new projects and exercises of this kind

The effect of compensation on employee performance, satisfaction and organizational commitment is hard to overstate. Designing an effective compensation structure may be a daunting task, in particular with respect of finding a balance between direct and indirect compensation. The paper discusses the challenges and offers best practices for incorporating non-monetary benefits in a compensation package.

This study investigates how culture moderates the interrelationships among social spatial imagery (SSI), consumer xenocentrism (C-XEN), electronic word-of-mouth (eWoM), and overall project performance for global virtual teams (GVTs) in social media networked environments. In a sample of 1240 participants from developed economies (the United States and Italy) versus 1176 from emerging economies (China, India, Colombia, Brazil, and Malaysia), partial least squares structural equation modeling and multigroup analyses were conducted to examine the above social media-based interrelationships. The results indicate that low power distance (PD), individualist, and masculine cultures exert strong and positive relationships between C-XEN and negative eWoM; while high PD, collectivist, and less masculine (or feminine) cultures strengthen positive relationships between xenocentrism and positive eWoM. Further, negative eWoM aids project success for GVTs, while positive eWoM has no impact on project performance for developed and emerging economies. Theoretical and managerial implications for understanding cross-cultural aspects of SSI, C-XEN, eWoM, and GVT project performance in online social networks are discussed.

Abstract

Objective: Our paper examines the X-Culture challenges and experience through the eyes of professors and students alike and draws attention to the significance of such projects in international business practices in addition to examining the key influencing factors of interculturalism and ICT technologies.

Methodology: The students were asked to share their experience with us in a report or at an interview. Most participants considered the program to be very useful. They made the greatest progress in understanding and communicating with others and also appreciated working and collaborating with the others from different working cultures. The research was carried out in the countries of Eastern Europe to present our experience.

Findings: One of the consequences of globalization is that the various forms of contact are becoming independent of place. Adaptation to the new dimensions can be eased if the students can take part in international cooperation. A lot of students have improved their chances of landing an attractive job on the labor market and extended their social and professional networks by participating in X-Culture International Student Collaboration Project. Challenges were posed mainly by differences in time, but also cultural differences and language barriers were frequent.

Value Added: The students of our universities have taken part in the X-Culture program. In addition to studying the course material and gaining special skills in writing business plans, challenges can be experienced, and best practices learned.

Recommendations: It is extremely important in shaping the business environment of future workplaces so that is why such programs should be included in the curricula of business schools and management development programs.