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Are business school deans doomed? 2008, Brexit and all that

Are business school deans doomed? 2008, Brexit and all that PurposeThis paper focuses on different types of university-based business school dean in a context of insecurities within the business school business and more widely with changing business and educational models and disruptions such as Brexit, Britain’s vote to exit from the EU. The position of the business school dean (BSD) is contextualised within the industry sector, institutionally, and in relation to individuals’ tenures to make sense of how BSDs are operating on a burning platform. A well-established middle management strategic role framework is applied to the empirical data.Design/methodology/approach50 one-to-one interviews were conducted with deans and their colleagues. Deans’ behaviours were analysed according to attention paid to “facilitating”, “synthesizing”, “championing”, and “implementing” strategic activities. FindingsBehaviours from primary professional identities as scholars and educators were identified as prevalent. It is suggested that to achieve greater legitimacy in declining mature markets, future deans will need to re-negotiate their roles to champion as public intellectuals the societal impact of business schools more widely in a context of shifting business and educational models.Practical implicationsThe study is relevant to current and aspiring deans and for those hiring and developing business school deans.Originality/valueThe dean is conceptualised as a hybrid upper middle manager besieged by multiple stakeholders and challenges. Novel first-order insights into a typology of strategists are highlighted. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Are business school deans doomed? 2008, Brexit and all that

DAVIES, JULIE
Journal of Management Development , Volume 35 (7) – Aug 8, 2016
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References (90)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0262-1711
DOI
10.1108/JMD-09-2014-0114
Publisher site
See Article on Publisher Site

Abstract

PurposeThis paper focuses on different types of university-based business school dean in a context of insecurities within the business school business and more widely with changing business and educational models and disruptions such as Brexit, Britain’s vote to exit from the EU. The position of the business school dean (BSD) is contextualised within the industry sector, institutionally, and in relation to individuals’ tenures to make sense of how BSDs are operating on a burning platform. A well-established middle management strategic role framework is applied to the empirical data.Design/methodology/approach50 one-to-one interviews were conducted with deans and their colleagues. Deans’ behaviours were analysed according to attention paid to “facilitating”, “synthesizing”, “championing”, and “implementing” strategic activities. FindingsBehaviours from primary professional identities as scholars and educators were identified as prevalent. It is suggested that to achieve greater legitimacy in declining mature markets, future deans will need to re-negotiate their roles to champion as public intellectuals the societal impact of business schools more widely in a context of shifting business and educational models.Practical implicationsThe study is relevant to current and aspiring deans and for those hiring and developing business school deans.Originality/valueThe dean is conceptualised as a hybrid upper middle manager besieged by multiple stakeholders and challenges. Novel first-order insights into a typology of strategists are highlighted.

Journal

Journal of Management Development – Emerald Publishing

Published: Aug 8, 2016

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