| Inhalt |
The course "Intercultural Dynamics in Global Account Management / LSF No. 10244" formerly known as "Intercultural Challenges in Customer and Account Management" will begin on Tuesday, October 17, 2023 from 14:15 - 15:45 in room C020 for the winter semester 2023-24.
This course is designed to provide participants with the skills and knowledge necessary for effective Global Account Management, with a special focus on the influence of cultural differences on managing international business relationships.Through theoretical instruction, case studies, and practical exercises, students will learn how to manage diverse cultural complexities when working with global customers.
The course addresses the following key topics:
- Key Account Management (KAM): Fundamentals of KAM, Actors, Organisational Integration, Boundary Spanning Role of the Key Account Manager
- Global Account Management (GAM): Fundamentals of GAM, Terminology, Definition, Global Account Selection, Types of GAM Programs
- Concept of Culture: Definition, Characteristics, Hall’s Iceberg Model, Hofstede’s Cultural Onion, Language and Communication, Cultural Type Model, Hofstede's Cultural Dimensions.
- Case Studies: Students will work individually or in groups on case studies relating to the management of global consumers from countries such as Japan, China, India, the United States, the Arab Gulf States, Brazil, Italy, Vietnam, and so forth.
|
| Literatur |
1. Course Script
2. Recommended Books:
- Hofstede, G.: Cultures and Organizations Software of the Mind: Intercultural Cooperation and Its Importance for Survival, McGraw Hill Education Ltd 2010, ISBN 9780071664189
- Lewis, R.: When Cultures Collide: Leading Across Cultures, Nicholas Brealey International 2005, ISBN: 9781904838029
- Gesteland, R.: Cross Cultural Business Behavior: Marketing, Negotiating, Sourcing and Managing Across Cultures, Copenhagen Business School 2002, ISBN 9788763000932
3. Recommended Journal Articles:
- Kadam, N., Niersbach, B., & Ivens, B. S. (2023). The cultural factors in global account management: the case of Indian buyers and German suppliers. Journal of Business & Industrial Marketing, 38(2), 353-366.
- Pardo, Catherine, Björn S. Ivens, and Barbara Niersbach (2020), “An identity perspective of key account managers as paradoxical relationship managers,” Industrial Marketing Management, 89, 355–72.
- Deshpandé, Rohit and John U. Farley (2004), “Organizational culture, market orientation, innovativeness, and firm performance: an international research odyssey,” International Journal of Research in Marketing, 21 (1), 3–22.
- Wilson, Kevin and Tony Millman (2003), “The global account manager as political entrepreneur,” Industrial Marketing Management, 32 (2), 151–58.
- Birkinshaw, J., Toulan, O., & Arnold, D. (2001). Global account management in multinational corporations: Theory and evidence. Journal of International Business Studies, 32, 231-248.
- McDonald, Malcolm, Tony Millman, and Beth Rogers (1997), “Key account management: Theory, practice and challenges,” Journal of Marketing Management, 13 (8), 737–57.
- ALHussan, Fawaz B., Faten B. AL-Husan, and Chavi C.-Y. Fletcher-Chen (2014), “Environmental factors influencing the management of key accounts in an Arab Middle Eastern context,” Industrial Marketing Management, 43 (4), 592–602.
- Deshpande, Rohit, John U. Farley, and Frederick E. Webster (1993), “Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis,” Journal of Marketing, 57 (1), 23
|
