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Transnational Learning and Collaboration in Delivering MBA Programs in Emerging Markets: The Challenge of National Culture
Abstract
This case focuses on the challenges of delivering Western-style MBA programs in emerging markets, looking at the experience of the Researcher in teaching and assessing courses within management programs (especially in Organizational Behavior and Human Resource Management) and in thesis and dissertation research and writing. The case considers: cultural differences, learning style differences, language differences, economic backgrounds of students, classroom behavior and etiquette, involvement in the learning process, teaching methods, the teacher and the students, group work, examining and evaluating, assignments, projects and reports, theses and major pieces of research-based work, life in the classroom, inter-student behavior, and life out of the classroom. The case focuses on MBA course delivery in China, the Arab World, Africa, Iran, Malaysia and Indonesia, Vietnam, Eastern Europe, former Russian states such as Kazakhstan, and South America, such as Peru and Suriname. Examples of specific MBA teaching and assessment are provided to give in-depth insights into the issues involved.
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