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Utilizing Learner Knowledge in Cross-Culture Management Education: Beneath the Visible Teaching Pyramid

Utilizing Learner Knowledge in Cross-Culture Management Education: Beneath the Visible Teaching Pyramid

David Starr-Glass
Copyright: © 2021 |Pages: 20
ISBN13: 9781799853459|ISBN10: 1799853454|EISBN13: 9781799853466
DOI: 10.4018/978-1-7998-5345-9.ch042
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MLA

Starr-Glass, David. "Utilizing Learner Knowledge in Cross-Culture Management Education: Beneath the Visible Teaching Pyramid." Research Anthology on Business and Technical Education in the Information Era, edited by Information Resources Management Association, IGI Global, 2021, pp. 770-789. https://doi.org/10.4018/978-1-7998-5345-9.ch042

APA

Starr-Glass, D. (2021). Utilizing Learner Knowledge in Cross-Culture Management Education: Beneath the Visible Teaching Pyramid. In I. Management Association (Ed.), Research Anthology on Business and Technical Education in the Information Era (pp. 770-789). IGI Global. https://doi.org/10.4018/978-1-7998-5345-9.ch042

Chicago

Starr-Glass, David. "Utilizing Learner Knowledge in Cross-Culture Management Education: Beneath the Visible Teaching Pyramid." In Research Anthology on Business and Technical Education in the Information Era, edited by Information Resources Management Association, 770-789. Hershey, PA: IGI Global, 2021. https://doi.org/10.4018/978-1-7998-5345-9.ch042

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Abstract

In many business schools, the cross-culture management course has become a central response to the increasingly globalized and internationalized world in which graduates will work. The core content, pedagogic assumptions, and anticipated learner outcomes of this course have changed over the last two decades, moving from the passive transmission of national culture knowledge to more active and responsive knowledge-creation that might better serve students in approaching cross-culture management challenges. In restructuring his cross-culture management course, the present author reflected on these shifts and on the national culture richness of the envisaged students. This chapter explores ways of utilizing the informal cultural learning and tacit national culture knowledge of course participants to create a learning experience that might be more useful for students who will engage in the international organizational and corporate world of the twenty-first century.

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