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Strategic roles of centers in business school development

Strategic roles of centers in business school development Purpose – The purpose of this paper is to investigate the prevalence and types of business school centers/institutes – their role in business school development, ability to overcome disciplinary and organizational boundaries, and encourage innovation in programs and curricula. Design/methodology/approach – The primary methodology is literature review and empirical survey using web data. The approach is exploratory, and summary case studies are presented to illustrate center/institute roles. Findings – Business school centers/institutes are widespread and diverse in mission and activity. There is little previous research in the field. A model for forces driving center formation is also presented. Research limitations/implications – Centers/institutes represent structural forms that can help implement strategies for change and innovation. This means administrators of business schools should consider centers/institutes as tools to strengthen strategic planning. The paper presents directions for further research. Practical implications – The paper focuses on strategic planning by business school administrators, and reform and change in programs and curricula. Originality/value – The paper takes a holistic view of the literature, provides a comprehensive survey of multiple types of center/institute, and links the roles of centers/institutes to strategic and structural change. It presents differences between US and international schools. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Strategic roles of centers in business school development

Journal of Management Development , Volume 30 (9): 23 – Sep 20, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621711111164303
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to investigate the prevalence and types of business school centers/institutes – their role in business school development, ability to overcome disciplinary and organizational boundaries, and encourage innovation in programs and curricula. Design/methodology/approach – The primary methodology is literature review and empirical survey using web data. The approach is exploratory, and summary case studies are presented to illustrate center/institute roles. Findings – Business school centers/institutes are widespread and diverse in mission and activity. There is little previous research in the field. A model for forces driving center formation is also presented. Research limitations/implications – Centers/institutes represent structural forms that can help implement strategies for change and innovation. This means administrators of business schools should consider centers/institutes as tools to strengthen strategic planning. The paper presents directions for further research. Practical implications – The paper focuses on strategic planning by business school administrators, and reform and change in programs and curricula. Originality/value – The paper takes a holistic view of the literature, provides a comprehensive survey of multiple types of center/institute, and links the roles of centers/institutes to strategic and structural change. It presents differences between US and international schools.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Sep 20, 2011

Keywords: Business schools; Universities; Strategic change; Structural innovation; Centres; Institutes; Curricula

References