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Vol.08 Issue 01 – ’14

Building Better Business Schools

The contemporary purpose of a business school is to develop and enhance the individual’s and the collective’s abilities to innovate. That means not merely creating, inventing, and imagining but also commercialising products and services and contributing to new theoretical knowledge. More speci cally, to achieve positive impact the role of business schools is to create…

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Business School Impact Survey

BSIS: The key tool for measuring a business school’s impact on the world around it. The Business School Impact Survey (BSIS) scheme is designed to determine the extent of a school’s impact upon its local environment – the city or region in which it is located. The scheme was initially designed by FNEGE (the French…

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Training Tomorrow’s Big Data Analysts

Technologie is becoming ever more deeply interwoven into the fabric of society. Our interactions with the internet and other large systems that support our transport, our shopping activities and much more are generating an avalanche of data, documenting our behaviour at an unprecedented scale. According to computer giant IBM, the world is churning out 2,5…

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Research that Matters: Thoughts on Reinventing Scientific (Management) Research

Scientific research, and particularly management research, is in dire straits, accused of lack of relevance and impact and an unhealthy preoccupation with theoretical and methodological rigor. Marco Busi suggests some solutions. The original, noble purpose of universities was to conduct research that would contribute to advancing societal understanding and well-being. And being a scholar automatically…

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Business Schools Face the Future

Globalisation and technological developments are changing the business of business schools and presenting new opportunities to innovate, says Kai Peters. A plethora of challenges are impacting globally on the management education market, including the continuing evolution of online possibilities, the emergence of new providers, the role of for-profits, changes to public funding, a turbulent economy…

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Making the Good Even Better

Johan Roos explains how Jönköping International Business School in Sweden is being reformed and reinvigorated. You are probably not very familiar with Jönköping International Business School (JIBS) or its Swedish name Internationella Handelshögskolan but our goal is that within five years you will be. Having become its Dean two years ago, I have been working…

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The ‘Holy Grail’: Educating for Values-Driven Leadership Across the Curriculum and giving voice to values

Mary Gentile explains how a new pedagogical model is helping to integrate values into the business education curriculum. For those business educators working in the field of values-driven leadership development, finding a way to integrate attention to values and ethics across the curriculum has long been the“Holy Grail”. Stand-alone, dedicated ethics and corporate responsibility courses…

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Graduate Management Education in Disruptive Times

A new book warns of troubled times ahead for business schools unless they embrace disruptive change says Rachel Edgington. In the late 1990s, Andy Grove, cofounder of chipmaker Intel, described a strategic inflection point as “an event that changes the way we think and act as a result of action taken by a company, or…

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Collaboration that Brings Strategy to Life: Learning Rebranded at BBVA

Andrew Rutsch chronicles how Spanish bank BBVA is using its learning centre, Campus BBVA, not only to facilitate development but also to engage people with the company brand, values and strategy. In an environment that is increasingly disrupting industries and even countries, organisations are struggling to respond. Not surprisingly, in the learning and development (L&D)…

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Transferring Western Management Knowledge to China

Mahmood Zaidi and Thomas Norman report on how team teaching and virtual international student teams have proved vital ingredients in a successful international EMBA. China’s recent economic performance has been extraordinary. It has driven a considerable increase in demand for management talent in both foreign and domestic firms at every level— from supervisors to CEOs.…

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Rethinking Corporate Universities

Thomas Sattelberger argues that corporate universities must evolve from being socialisation and knowledge transfer machines to helping their parent companies undertake effective transformation. Until 20 years ago the big companies of the old “Deutschland AG” dominated the image of Germany. Whether Daimler, Siemens, Dresdner Bank, Hoechst, BASF, Thyssen, BMW or Bosch, successful German companies had…

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Intended Learning Outcomes: Friend or Foe?

Intended Learning Outcomes are a key aspect of programme accreditation yet they seem to cause many schools and programme directors considerable difficulty or even resistance. Chris Greensted and Ulrich Hommel examine the issues. Put simply, ILOs are a statement of what a student will know and be able to do at the end of a…

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Executive Development: A Cry for Immediate Impact

Jørgen Thorsell and Justin Bridge explore new perspectives on achieving immediate impact from executive development. Executive development is no longer simply about offering learning that leads to new insights and changed behaviour. Today it is about creating immediate impact in support of change. The challenge is how executive development can keep up with the demands…

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Globalisation: Unfinished Business for Business Schools

Business schools have reacted loudly to the challenges of globalisation. But has their reaction been effective or appropriate? Hellmut Schütte is not so sure. Business schools have existed for over a century and have remained structurally unchanged since the shake-up of the 1950s following the Ford and Carnegie foundations reports into them. Today they are…

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Dynamic Capabilities & the Business School of the Future

Business schools need to focus more clearly on their dynamic capabilities in order to re-invigorate and re-develop themselves and their students. If business schools are to be persuaded to embrace the strategic management concept of dynamic capabilities (which we believe they need to do), two perspectives are involved: First, a review of the most relevant,…

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