Series editor(s): Professor Michael Beyerlein
Subject Area: Organization Studies
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|Title:||COMPLEX COLLABORATIONS: THE CASE OF A BUSINESS SCHOOL AND ITS COMPLEX NETWORK OF RELATIONSHIPS|
|Volume:||10 Editor(s): Michael Beyerlein, Douglas Johnson, and Susan Beyerlein ISBN: 978-0-76231-132-3 eISBN: 978-1-84950-288-7|
|Citation:||Peter Lorange (2004), COMPLEX COLLABORATIONS: THE CASE OF A BUSINESS SCHOOL AND ITS COMPLEX NETWORK OF RELATIONSHIPS, in Michael Beyerlein, Douglas Johnson, and Susan Beyerlein (ed.) Complex Collaboration: Building the Capabilities for Working Across Boundaries (Advances in Interdisciplinary Studies of Work Teams, Volume 10), Emerald Group Publishing Limited, pp.109-124|
|DOI:||10.1016/S1572-0977(04)10005-8 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
How can studying the case of the modern business school potentially give us a better understanding of the phenomenon of complex collaborations? (Gregoire & Prigogine, 1989; Peak & Frame, 1994; Stacey, 1995). Why does a business school need to enter into complex collaborations? (Lorange, 2000, 2002c, 2003). As a starting position, we should recognize that the activities of the classic business school are generally rather mature. There is fierce competition among business schools, the supply is abundant, and there are only a few established, elite business schools that can be seen as being truly different from the large agglomeration of schools. As such, we can see the business school arena as relatively mature, even atomistic.
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