Culture and globalization in the curriculum: Theory, cases and practice

Globalization has profound implications for and impacts on national and organizational cultures, on human resource practices and human resources management, on the organization of production and the social organization of labour. Globalization is also having profound repercussions for education in the broad field of business and management, including internationalization of education markets and of curricula. Internationalization of education necessitates the inclusion of cultural and cross-cultural issues and perspectives both in curricula and in management development programs. Reports in The Australian¿s Higher Education Supplement (September 15 2004) testify to concerns both among MBA and Executive Education directors in Australia and internationally, as well as among national and multinational business executives, about the importance of education and training in cultural awareness and cultural sensitivity. However, much of the attention to culture in business curricula has been superficial, often focusing on culture in an instrumental mode, simply as adding economic value to corporations. There is a need for critical, research-grounded approaches to culture, yet, at the same time presented in ways that are accessible to students in business fields. This paper outlines theoretical issues and debates around culture in the business curriculum. It then draws upon Australian and international examples of approaches to and uses of culture in business education, and compares methods of instruction and management development focusing on culture, in order to illustrate innovative practices and new directions.