Questions about the status, identity and legitimacy of business schools in the modern university system continue to stimulate debate amongst deans, educational policy makers and commentators. In this book, three world experts share their critical insights on management education and new business school models in the USA, Europe and Asia, on designing the business school of the future, and how to make it work. They look at how the business school is changing and focus in particular on emergent global challenges and innovations in curricula, professional roles, pedagogy, uses of technology and organisational delineations. Set within the context of a wider discussion about management as a profession, the authors provide a systematic, historical perspective, analysing major trends in business school models, and reviewing a wealth of current literature, to provide an informed and unique perspective that is firmly grounded in practical and experimental analysis.
Howard Thomas is Dean and LKCSB Chair in Strategic Management at the Lee Kong Chian School of Business, Singapore Management University. He was Dean of Warwick Business School (2000-2010) and, prior to this, he was Dean of the College of Commerce and Business Administration at the University of Illinois, Urbana-Champaign (1991-2000). Peter Lorange is President of the Lorange Institute of Business, Zurich and is one of the world's foremost business school academics. He is Professor of Strategy at IMD, Switzerland and was the President of IMD (1993-2008). Prior to this, he was President of the Norwegian School of Management in Oslo. Jagdish Sheth is the Charles H. Kellstadt Chair of Marketing in the Goizueta Business School at Emory University, Atlanta, where he won the school's Global Innovation Award in June 2008. Professor Sheth is an internationally recognised business consultant and has been an educator for more than 40 years.
Preface: tipping or tripping? The business school and its dilemmas; 1. The business school: history, evolution and the search for legitimacy; 2. Business school identity and legitimacy: its relationship to the modern university and society; 3. Rethinking management education and its models: a critical examination of management and management education; 4. A framework for re-evaluating paradigms of management education; 5. Evaluating new and innovative models of management education; 6. Is the business school a professional firm? Lessons learned; 7. Enhancing dynamic capabilities in the business school: improving leadership capabilities in curricula and management; 8. Afterword: business school futures; Index.
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