Emerald | Journal of Management Development

Business Schools In Transition? Issues Of Impact, Legitimacy, Capabilities And Re-Invention

Howard Thomas, Eric Cornuel — 2012-04-06 00:00:00.0

Abstract

Not available.

Reflections on the Globalisation of Management Education

Arnoud De Meyer — 2012-04-06 00:00:00.0

Abstract

Purpose - Globalization of Management Education seems to have become the natural way to go for management and business schools. Almost every week one can find in the specialized press another announcement about an overseas campus, a new international partnership or a major research tie up. But announcing an international venture is easy, implementing is the challenge. The paper provides some advice on how to implement globalization.Design/methodology/approach - This paper is based of my own experience with INSEAD, the University of Cambridge and Singapore Management University, as well as my observations of many other business schools. It is thus anchored in a few case studiesFindings - I will offer some reflections on what I see as the challenges of implementation and how one can overcome these. I will in particular focus on the need to understand what the driver for the globalization is and focus on implementation issues e.g. how to build an international brand, some of the lessons one can learn from professional firms about the internationalization of key staff, the impact on the business model of a University, and the need for internationalization of the school’s leadership and the deployment of technology. Originality/value - The paper brings new insights based on an extensive experience with internationalization

UN Global Compact-Accenture CEO Study

Peter Lacy, Arnaud Haines, Rob Hayward — 2012-04-06 00:00:00.0

Abstract

Purpose - This paper seeks to identify leading CEOs views on sustainability and how they believe it is impacting the business environment, with a particular focus on the importance of education (formal and informal) in developing future business leaders who can effectively manage sustainability issues. Design/methodology/approach - Results and findings are based on research conducted by Accenture and the United Nations Global Compact, with 100 one-to-one interviews and an online survey with a further 766 CEOs.Findings - CEOs see sustainability as more important than ever. It is growing in strategic importance, driving new business models, and is essential for long-term success. CEOs see education as the most critical development issue for the future success of their business. They believe that developing new skills, knowledge and mindsets for the next generation of business leaders as key enabling conditions to accelerate a tipping point in the integration of sustainability into core business Originality/value - This paper is based on research from the largest CEO study on sustainability of its kind to date. One facet of the research was an online survey of 766 Global Compact member CEOs. Survey respondents were drawn from nearly 100 countries, across more than 25 industry sectors. The other principal research stream was a series of in-depth, one-to-one interviews with 50 CEOs and over 50 board-level business executives, civil society leaders and academic experts across 27 countries.

USING NEW SOCIAL MEDIA AND WEB 2.0 TECHNOLOGIES IN BUSINESS SCHOOL TEACHING AND LEARNING

Michael John Thomas — 2012-04-06 00:00:00.0

Abstract

Purpose - The paper aims to examine the role of social and digital media in the business school and particularly to examine how such innovative technological processes can be leveraged to enhance teaching instruction and enrich learning about practice and research.Design/methodology/approach - Taking a broad perspective on the range of social and digital media approaches, it discusses a series of extant models of technology-based learning and conjectures about how they can be used creatively and meaningfully in business school teaching.Findings - Despite the pioneering efforts of the Open University in modelling distance and blended learning, adoption of such models in the business school context has been quite slow. These technologies are used more frequently as support mechanisms for ‘face-to-face’ learning in order to enrich the quality of conventional professorial instructional approaches. In many business schools ‘face-to-face’ learning is perceived of much higher quality than on-line learning approaches.Practical implications - Originality/value - The paper notes the resistance to the adoption of new technology both by business school professors and deans. In the case of professors, there is inertia to change and a staunch defense of classic forms of ’face-to-face’ instruction. In the case of deans, few have sufficient courage or time (given the short average tenure of deans) to invest in and implement new technology strategies for teaching and learning. However, business school deans can no longer ignore the potentially disruptive innovations that will occur in teaching and learning processes.

A RED QUEEN APPROACH TO THE FADING MARGINS OF BUSINESS EDUCATION

Salvador Carmona — 2012-04-06 00:00:00.0

Abstract

Purpose - Purpose – Drawing on a theoretically embedded model, we hold a critical stance towards understandings of stability in the business education industry. In this respect, we propose a model of change drivers for the industry and elaborate on how business schools enact responses to comply with change pressures. Compliance with those pressures enables business schools to gain legitimacy from stakeholders and enhance their survival prospects.Design/methodology/approach - Design/methodology/approach – Our theoretically informed analysis draws on a combination of literature review and our own observations of business schools’ behavioural patterns.Findings - Findings – We submit that the business school industry experiences four main sources of change: multi-polar competition, new organizational species, content and mode of education and institutionalization. These sources of change impact on the fading margins of business schools. Drawing on the insights of the evolutionary model, we suggest that business schools engage in a process of continuous change and adaptation to these sources of pressure. In this manner, they conform to the adaptation model featured by the Red Queen metaphor; business schools must keep running and moving in order to stay in the same place. Practical implications - Practical Implications – We propose a roadmap of main change drivers, which business schools may take into consideration to provide a systematic response to environmental changes.Originality/value - Originality/Value – In contrast to authoritative statements and elaborations on the situation of the business education industry, we provide a theoretically informed, systematic model of change.

A sustainable model for business schools

Kai Peters, Howard Thomas — 2012-04-06 00:00:00.0

Abstract

Purpose - The paper aims to provide insight into the financial models used by business schools with a specific focus on the cost side of the model.Design/methodology/approach - The paper systematically looks at sources of revenue and areas of expenditure under different business school models.Findings - The paper finds that the faculty model used by many business schools with the need to devote significant effort to generate academic publications is very cost intensive and not efficient. The paper suggests that alternative models can be developed which would make business schools more financially sustainable.Originality/value - While there has been a lot of societal attention paid to sources of income, most notably tuition, very little attention has been paid to the actual use of resources within the business school environment or to alternative models which could be used to deliver high quality education at lower cost.

The Legitimacy of the Business of Business Schools: What’s the Future?

David Wilson — 2012-04-06 00:00:00.0

Abstract

Purpose - This paper examines some challenges facing business schools and their continued legitimacy. It pays particular attention to the problems of accreditation, regulation and rankings and how these constrain strategic choice.Design/methodology/approach - The paper builds on existing literature to provide an analytical overview of the challenges currently facing business schools.Findings - The paper assesses the current context of business schools and assesses to what extent they are becoming less relevant both in terms of practice and theories. It suggests changes business schools might make in order to increase relevance.Research limitations/implications - The paper suggests that further research on the future of business schools is urgently needed.Practical implications - The paper suggests that business schools should change their central concerns to issues of central relevance to society and to policy. A wide range of such topics ranging from climate change to exogenous events is suggested.Originality/value - The value of the paper lies in identifying why busines schools are stuck in a rut and are failing to deliver relevant research and pedagogy.

Blended Learning and Learning Communities: Opportunities and Challenges

James Fleck — 2012-04-06 00:00:00.0

Abstract

Purpose - In this paper, the development of blended learning is considered, and the emerging focus on the notion of learning communities, with particular consideration of management and business education. Design/methodology/approach - The issues involved are considered, concluding with an outline of what I believe to be the challenges and opportunities afforded by these developments .Findings - There is no doubt that blended learning will become more prevalent. Even conventional face to face campus-based teaching operations will use on-line activities as important supporting elements, and information and resources available over the Web will take over from printed library resources. Originality/value - The challenges and pportunities of blended learning are summarized in this paper.

CURRICULUM REFORM: GETTING MORE MACRO, AND MORE MICRO

Richard Kent Lyons — 2012-04-06 00:00:00.0

Abstract

Purpose - The paper describes in detail the recent curriculum reform at UC Berkeley’s Haas School of Business and outlines the process followed to achieve it and lessons learned. Design/methodology/approach - This is a case study. It aims in particular to clarify the principles that underlay different elements of the reform and the critical junctures in managing the change. Findings - The paper argues for a barbell approach—curriculum reforms that are both integrated at the macro level and sharply articulated at the micro level in terms of capabilities delivered. In the case of Berkeley-Haas, the macro end of the reform is pinned down via an explicit leader archetype, that of a path-bending leader, and an explicit supporting culture. At the micro end, the operative integration concept is termed "capabilities integration." Originality/value - This reform shares goals with other recent curriculum reforms, but takes a distinctive approach to achieving them.

The Business School of the Future

Peter Lorange — 2012-04-06 00:00:00.0

Abstract

Purpose - To highlight how an innovative design might look for a business school of the future.Design/methodology/approach - This is a think-piece, but draws heavily on the real-life experience of the Lorange Institute of Business Zurich.Findings - A practical approach for "how to do it" - clear, implementational guidelines regarding the design of the business school of the future.Originality/value - Original and not published elsewhere

Visionary Leadership in Business Schools: An Institutional Framework

Granit Almog-Bareket — 2012-04-06 00:00:00.0

Abstract

Purpose - In the last decades the environment of business schools has changed. Those changes place great responsibility on deans as schools leaders to act. To date, there is a lack of literature dealing specifically with the visionary responses of business schools' deans to those changes in the institutional environment.Design/methodology/approach - The paper is conceptual in nature and bases its analysis on institutional theory. The use of institutional lens offers a new perspective on possible visions deans may lead and on the nature of their leadership. Findings - The article presents an institutional framework of visionary leadership in business schools and suggests that vigorous visionary leadership of deans is required in order to create unique school identity and reputation. The paper concludes by outlining steps striving leaders can take while shaping their vision in order to create a unique organizational identity.Originality/value - The institutional framework has a central place in organizational and educational literature. So far, the literature did not discuss the links between institutional theory and visionary leadership in general or in business schools in particular. The present paper addresses this gap and offer new insights for researchers and practitioners alike.