Educating transcultural managers for open environments and organizations

Transcultural management leadership is a new area of study in business schools. For the past few years our department of Languages, Culture and Society at the Rouen School of Management has been developing a program on Cultural Studies and Cross Cultural Responsible Management practices for executive education. The contributions of poststructuralist thinkers in the fields of philosophy, cultural studies, literary criticism, art theory, film and communication studies serve as the theoretical corpus for our teachings. Intertextual relationships and non-sequential practices in management organizations show us how the configuration of a transversal manager is gaining recognition in our European environments. We will see how understanding from different perspectives certain concepts related to management and organizations we can contribute to the creation of open organizations implementing corporate systemic practices with the help of humanists' expertises (social and human sciences thinkers). To understand how we develop a critical thinking approach towards the education of a transcultural manager in a poststructuralist environment, we start by deconstructing some basic concepts related to the teaching on how governance of corporations is basically understood. Our purpose, deconstructing traditional practices for unique models of management, is to demonstrate how a background in humanities and liberal arts are necessary tools for the education of responsible leaders. The emergence of transversal approaches for the configuration of alternative management models in open organizations helped us to better understand the importance of transcultural management education in our XXIst century globally responsible environments. The web of relationships that transversal managers establish in our interdependent and selftranscending ecosystem gives us the possibility to embrace a revolutionary vision in a second European Enlightenment responsible period. Since the emerging of the concept of "global village" 50 years ago, we will see how we are experiencing in management practices the impact of new technologies in our geopolitical environments. Emailing, Google, twitter, Facebook and the World Wide Web are new tools for a cyber global decentred and open community that permanently exchanges information, ideas, feelings and transcultural business practices. The need for corporate democracy and open organizations is, as we try to prove in our paper, a consequence of a radical way to share information and knowledge in a virtual community of learners and collective decision makers.