This handbook, which serves as a follow-up text to The Palgrave Handbook of Experiential Learning In International Business, reviews theoretical and empirical approaches of experiential learning pedagogy, and its role in increasing the effectiveness in teaching and learning of international business, and also, in the incorporation of international business-related concepts and competences in business and non-business programs. This edition offers a broader and updated perspective on experiential learning pedagogy for international business and management, and beyond. The first part provides an updated overview of the theories of experiential learning and effectiveness of teaching and learning in international business through the use of experiential learning projects. Part two provides a collection of specific applications of experiential learning in International Business and related fields.
This handbook is a one-stop source for international managers, business educators, and trainers seeking to either select and use an existing experiential learning project or develop new projects and exercises of this kind.
Part I Introduction: Learning and Teaching International Business and
Management Using Experiential Learning Pedagogy.- 1. Learning and Teaching
International Business and Management Using Experiential Learning
Pedagogy.- Part II Theory-Based and Conceptual
Chapters: Learning and
Teaching International Business and Management Using Experiential Learning
Pedagogy.- 2. Revisiting the Impact of Education Philosophies and Theories in
Experiential Learning.-
3. Evaluating Outcomes of Experiential Learning An
Overview of Available Approaches.-
4. Comparing Online and Face-to-Face
Creativity Development for International Business.-
5. Understanding the
Global Business Environment Through the High-Impact Practice Activities.-
6.
Experiential Learning Using Social Media in International Business
Education.- Part III Applications of Experiential Learning Pedagogy in
International Business Management Learning and Teaching.- 7. Structuring Your
IB Course to Create a Foreign Market Entry Plan Using Active Learning
Strategies as Building Blocks.-
8. Out of the Classroom and into the Deep
End: Real World Learning at ICCM.-
9. A scaffolded Approach to Teaching
National Culture: From Hall to Hofstede to GLOBE.-
10. Using Experiential
Learning Cycle to Promote Diversity in the Classroom.-
11. Exploring the
Effectiveness of Education Learning Space Principles Application in the
Field of Tourism and Hospitality Education.- Part IV Class Projects.- 12.
Assessing the Global Readiness of Organizations: An Experiential Approach.-
13. An Immersion into Global Assignment Destinations.- Part V Capstone
Projects.-
14. Kratos Universidad EAFIT: A New Platform to Live Learning
Experiences.-
15. Global Financial Strategy of MNE with a Selected Overseas
Subsidiary Expansion.- Part VI Consulting/Corporate Challenges.-
16. Genuine
Consulting Experience: Developing Internationalization Strategies for Small
Businesses.-
17. ExperientialLearning Through Student-Led Assessments: The
Noodle Bar Strategy.-
18. Better Students, Better Companies: Connected
Learning Methodology.-
19. On-site Applied Learning with the Use of Mixed
Methods as a Reflective Learning Model in International Business.- Part VII
International Competitions.-
20. Ideas for Action (I4A): An Experiential
Learning Competition that Promotes Youth Entrepreneurial Ventures to Finance
and Implement the 2030 Agenda.- Part VIII Partnerships/Joint Projects with
Businesses and Community.-
21. Experiential Learning in International
Management Consulting: Connecting International Students and Global
Management Consulting Firms.-
22. Bringing Experiential Learning into the
Classroom: 'Fireside Talks'.-
23. Teaching Embedded Entrepreneurship Through
Experiential Learning in International Business.- Part IX Arts, Culture, and
Experiential Learning in International Business.-
24. Global Leadership
Education: Integrating Dance as an Experiential Teaching Tool.- Part
XSimulations, Media and Information Technology in Experiential Learning.-
25.
Overcoming Knowledge Stickiness in International Business Simulation Games.-
26. Simulating Global Strategic Challenges: A Teamwork Perspective.-
27.
Help: What Do I Do Now? Practical Approaches to Introducing a Computer-Based
Experiential Simulation into the IB Curriculum.-
28. Enriching
Entrepreneurship Education Through Integration of Industry-Standard
Technology Tools and Software.-
29. Not Just Game Play: Enhancing the
International Student Experience Through the Use of Computer-Based
Simulations.-
30. The Trade Barrier Game: An Experiential Approach
toUnderstanding Political Behavior in Trade Negotiations.-
31. Experiential
Learning Through the Use of Interaction and Multimedia in International
Business Teaching.-
32. The Application of Experiential Avatar-based Sales
and Service Training in International Business Curriculums: A Practical Guide
for Instructors.- Part XI Online Collaborative Platforms and Global Virtual
Teams.-
33. Learning Experientially for Corporate Contribution to Global
Sustainable Development: International Applications of the WikiRate Project.-
34. Collaborative Online International Learning (COIL): An Innovative
Strategy for Experiential Learning and Internationalization at Home.-
35.
Virtual Business Projects in the Classroom: Enhancing Intercultural and
Business Skills of Students.-
36. The X-Culture Coaching Program: Learning
Team Management Through Practice.-
37. X-Culture Academy: Kids Learning
International Business Through Experience.- Part XII Study Tours and Study
Abroad Experiences.-
38. Global Competency Development in a Short-Term Study
Abroad Program.- 39. Short-Term International Travel Experience (SITE) as a
Learning Model for International Education.-
40. The X-Culture Global
Business Program: A Short-Term International Study-Abroad Experience.-
41.
Designing and Delivering the Global, Experiential Learning Opportunity: A
Case Studyof a Faculty-Led MBA Study Abroad Program.-
42. Combining Formal
and Informal Learning Activities to Engage Students in International
Business.- Part XIII Executive Education.-
43. Experiential Learning in the
Executive Education International Business Classroom: The Importance of
Context.-
44. Experiential Learning in Executive Education: The Lagos
Business School (LBS) Experience.
Maria Alejandra Gonzalez-Perez is Full Professor of Management at Universidad EAFIT, Colombia. She is current regional chapter chair for Latin America and the Caribbean (AIB-LAT) (2018-2021). She is Area Editor of the Cross-Cultural and Strategic Management (CCSM) Journal; Associate Editor of Transnational Corporations; and Editor-in-Chief of the business journal AD-minister.
Vas Taras is an Associate Professor of International Business at the University of North Carolina at Greensboro, USA. He is the Founder of the X-Culture Project. His research and work revolves around cross-cultural and global virtual teams and experiential approaches to international business education and development.
Karen Lynden is a lecturer at the Bryan School of Business and Economics, University of North Carolina at Greensboro, USA. She was the recipient of the Accreditation Council for Business Schools and Programs (ACBSP) 2017 International Teaching Excellence Award. Her teaching philosophy centers on active and experiential learning, with an emphasis on global-virtual-team dynamics.
