One business school addressed the “zeitgeist” of the financial crisis by introducing in its inaugural seminar the cultural and ethical values too often absent from the types of transactions students are trained to manage. Drawing from cross-cultural and communication studies, the author tested “serious games”—cultural situations and personal development exercises aimed at rewarding rule-based cooperation, interpersonal communication, and cultural empathy. Observations made during the games fostered curriculum reform by integrating humanistic concerns considered vital for international finance careers. Linking such training to business learning objectives enhances accountability, rule-based action, and cultural awareness reform.
AkerlofG. A.ShillerR. J.(2009).Animal spirits: How human psychology drives the economy, and why it matters for global capitalism.Princeton, NJ:Princeton University Press.
2.
AndersonL. W.KrathwohlD. R.(Eds.). (2001).A taxonomy for learning, teaching and assessing: A revision of Bloom’s taxonomy of educational objectives.San Francisco, CA:Longman.
3.
AngS.Van DyneL.(Eds.). (2008).Handbook of cultural intelligence: Theory, measurement, and applications.Armonk, NY:M. E. Sharpe.
4.
ArgyrisC.(1991).Teaching smart people how to learn.Harvard Business Review,69(3),99-109.
5.
AveryD. R.SteingardD. S.(2008).Achieving political trans-correctness: Integrating sensitivity and authenticity in diversity management education.Journal of Management Education,32,269-293.
6.
AveryD. R.ThomasK. M.(2004).Blending content and contact: The roles of diversity curriculum and campus heterogeneity in fostering diversity management competency.Academy of Management Learning & Education,3,380-396.
7.
BelbinR. M.(1998).The coming shape of organizations.Oxford, England:Butterworth-Heinemann.
8.
BelbinR. M.(2000).Beyond the team.Oxford, England:Butterworth-Heinemann.
9.
BelbinR. M.(2010a).Management teams: Why they succeed or fail(3rd ed.).Oxford, England:Butterworth-Heinemann.
10.
BelbinR. M.(2010b).Team roles at work(2nd ed.).Oxford, England:Butterworth-Heinemann.
11.
BergR. W.(2012).The anonymity factor in making multicultural teams work: Virtual and real teams.Business Communication Quarterly,75,404-424.
12.
BloomB. S.(Ed.). (1956).Taxonomy of educational objectives, Handbook I: Cognitive domain.New York, NY:McKay.
13.
BourdieuP.(1989).La noblesse d’état[The nobility of state].Paris, France:Editions de Minuit.
14.
BourdieuP.PasseronJ. C.(1964).Les héritiers: Les étudiants et la culture[Heirs: Students and culture].Paris, France:Les Editions de Minuit.
15.
BoyacigillerN. A.KleinbergM. J.PhillipsM. E.SackmannS. A.(2004).Conceptualizing culture: Elucidating the streams of research in international cross-cultural management. InPunnettB. J.ShenkarO.(Eds.),Handbook for international management research(2nd ed., pp.99-167).Ann Arbor:University of Michigan Press.
16.
BrislinR. W.MacnabB. R.NayaniF.(2008).Cross-cultural training: Applications and research. InSmithP. B.PetersonM. F.ThomasD. C.(Eds.),Handbook of cross-cultural management research(pp.397-410).Thousand Oaks, CA:Sage.
17.
CarrithersD.LingT.BeanJ. C.(2008).Messy problems and lay audiences: Teaching critical thinking within the finance curriculum.Business Communication Quarterly,71,152-170.
18.
ChhokarJ. S.BrodbeckF. C.HouseR. J.(Eds.). (2007).Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies.Mahwah, NJ:Erlbaum.
19.
Cockburn-WoottenC.HolmesP.SimpsonM.(2008).Teaching teamwork in business communication/management programs.Business Communication Quarterly,71,417-420.
20.
EarleyP. C.GibsonC. B.(2002).Multinational work teams: A new perspective.Mahwah, NJ:Erlbaum.
21.
EarleyP. C.MosakowskiE.(2000).Creating hybrid team cultures: An empirical test of international team functioning.Academy of Management Journal,43,26-49.
FukuyamaF.(1995).Trust: The social virtues and the creation of prosperity.New York, NY:Free Press.
25.
GibsonC. B.Zellmer-BruhnM. E.(2001).Metaphors and meaning: An intercultural analysis of the concept of teamwork.Administrative Science Quarterly,46,274-303.
26.
GobyV. P.LewisJ. H.(2000).Using experiential learning theory and the Myers-Briggs type indicator in teaching business communication.Business Communication Quarterly,63(3),39-48.
27.
HajroA.PudelkoM.(2010).An analysis of core competences of successful multinational team leaders.International Journal of Cross Cultural Management,10,175-193.
28.
HellmanM.(2011).“Le petit coq Gaullois” or “the global diplomat?” How France’s self-image is reflected in the press discourse on the US, 1984-2009.International Journal of Cultural Studies,14,53-70.
29.
HofstedeG.(1980).Culture’s consequences: International differences in work-related values.Beverly Hills, CA:Sage.
30.
HouseR. J.HangesP. J.JavidanM.DorfmanP. W.GuptaV.(Eds.). (2004).Culture, leadership, and organizations: The GLOBE study of 62 societies.Thousand Oaks, CA:Sage.
31.
JamesonD. A.(2009).What’s the right answer? Team problem-solving in environments of uncertainty.Business Communication Quarterly,72,215-221.
32.
JohnsonJ. P.LenartowiczT.ApudS.(2006).Cross-cultural competence in international business: Toward a definition and a model.Journal of International Business Studies,37,525-543.
33.
KolbA. Y.KolbD. A.(2005).Learning styles and learning spaces: Enhancing experiential learning in higher education.Academy of Management Learning & Education,4,193-212.
34.
KolbA. Y.KolbD. A.(2010).Learning to play, playing to learn: Case study of a ludic learning space.Journal of Organizational Change Management,23,26-50.
35.
KolbD. A.(1984).Experiential learning: Experience as the source of learning development.Upper Saddle River, NJ:Prentice Hall.
36.
KraghS. U.DjursaaM.(2006).Modernization and management: Business school teaching across countries.International Journal of Cross-Cultural Management,6,19-36.
37.
LeungK.LiF.(2008).Social axioms and cultural intelligence: Working across cultural boundaries. InAngS.Van DyneL.(Eds.),Handbook of cultural intelligence(pp.332-341).Armonk, NY:M. E. Sharpe.
MaznevskiM.DiStefanoJ.(2000).Global leaders are team players: Developing global leaders through membership on global teams.Human Resource Management,39,195-208.
40.
MichaelD.ChenS.(2006).Serious games: Games that educate, train, and inform.Boston, MA:Thomson Course Technology.
41.
OverbyJ. W.(2005).An integrative review of customer value management and national culture: France and the United States.International Journal of Management,22,166-175.
42.
RexeisenR. J.Al-KhatibJ.(2009).Assurance of learning and study abroad: A case study.Journal of Teaching in International Business,20,192-207.
43.
RoosJ.VictorB.(1999).Towards a new model of strategy-making as serious play.European Management Journal,17,348-355.
44.
RoosJ.VictorB.StatlerM.(2004).Playing seriously with strategy.Long Range Planning,37,549-568.
45.
StatlerM.RoosJ.VictorB.(2009).Ain’t misbehavin. Taking play seriously in organisations.Journal of Change Management,9,87-107.
46.
TianR. G.(2007).Anthropology and business education: Practitioner applications for a qualitative method.International Journal of Management Education,7,59-67.
47.
VerzatC.ByrneJ.FayolleA.(2009).Tangling with spaghetti: Pedagogical lessons from games.Academy of Management Learning & Education,8,356-369.
48.
WitteA.(2010).The global awareness curriculum in international business programs: A critical perspective.Journal of Teaching in International Business,21,101-131.
49.
WitteA.(in press).Co-operation: The missing value of business education.Journal of Management Development.
50.
WitteA.DalyP.(2014).Proverbial wisdom: A “serious” international business game.Journal of International Education in Business,7(1).
51.
WolfK.MilburnT.WilkinsR.(2008).Expressive practices: The local enactment of culture in the communication classroom.Business Communication Quarterly,71,171-183.
52.
ZhouW.ShiX.(2011).Special review article: Culture in groups and teams: A review of three decades of research.International Journal of Cross-Cultural Management,11,5-34.
