scholarly journals Reconstituting relevance: exploring possibilities for management educators' critical engagement with the public

2020 ◽  
Author(s):  
Todd Bridgman
Keyword(s):  
Empirical Study ◽  
Business School ◽  
Business Schools ◽  
Management Practice ◽  
The Public ◽  
Critical Engagement ◽  
Public Role ◽  
Organizational Activity ◽  
School Faculty ◽  
Recent Debate

This article considers the possibilities of, and threats to, the performance of a critical public role by business school faculty, based on an empirical study of UK research-led business schools. Its reference point is a recent debate about the 'relevance' of management education to management practice-a debate which has become polarized around nodal points of 'critical' and 'engaged' with the implication that engagement with external constituencies requires the suspension of critique and conversely, that critique of received wisdom is of little relevance to stakeholders. The notion of a critical engagement with the public asserts that business schools can serve a valuable democratic function as scrutinizers of organizational activity. This role is largely marginalized in prevailing conceptions of an increasingly commercialized business school, but the empirical study suggests there is some cause for optimism. The demonstration of 'relevance' does not have to involve the pursuit of a narrow commercialization agenda where the business school propagates a strictly managerialist view of the world. Copyright © 2007 Sage Publications.

scholarly journals Reconstituting relevance: exploring possibilities for management educators' critical engagement with the public

2020 ◽  
Author(s):  
Todd Bridgman
Keyword(s):  
Empirical Study ◽  
Business School ◽  
Business Schools ◽  
Management Practice ◽  
The Public ◽  
Critical Engagement ◽  
Public Role ◽  
Organizational Activity ◽  
School Faculty ◽  
Recent Debate

This article considers the possibilities of, and threats to, the performance of a critical public role by business school faculty, based on an empirical study of UK research-led business schools. Its reference point is a recent debate about the 'relevance' of management education to management practice-a debate which has become polarized around nodal points of 'critical' and 'engaged' with the implication that engagement with external constituencies requires the suspension of critique and conversely, that critique of received wisdom is of little relevance to stakeholders. The notion of a critical engagement with the public asserts that business schools can serve a valuable democratic function as scrutinizers of organizational activity. This role is largely marginalized in prevailing conceptions of an increasingly commercialized business school, but the empirical study suggests there is some cause for optimism. The demonstration of 'relevance' does not have to involve the pursuit of a narrow commercialization agenda where the business school propagates a strictly managerialist view of the world. Copyright © 2007 Sage Publications.

scholarly journals Entrepreneurship Factor in Institutional Development

Economics ◽  
2015 ◽  
pp. 894-907
Author(s):  
Eva Esther Shalin Ebenezer ◽  
Timothy W. Y. A. Adei
Keyword(s):  
Business School ◽  
Business Schools ◽  
Institutional Development ◽  
Public University ◽  
Point Of View ◽  
Institutional Transformation ◽  
Sub Saharan Africa ◽  
Success Story ◽  
School Faculty ◽  
Sub Saharan

In 2000, The Ghana Institute of Management and Public Administration (GIMPA) was a government subvented institution on the verge of collapse and threatened by privatization. In less than a decade, GIMPA has achieved over a 2000% increase in turnover and become the second university in Africa to meet the conditions for membership in the Association of African Business Schools. Now ranked among the top business schools in Sub-Saharan Africa, it is the only public university in Ghana that is self-financed. It has built the largest business school faculty in the country and become the first institution in Ghana to run degree top-up programmes for HND holders. What made GIMPA so unique, especially in this area of institutional development? This chapter tries to unearth the success story from a researcher's point of view and unveil the importance of entrepreneurship in institutional transformation.

The academic triathlon – bridging the agora and academia

2016 ◽  
Vol 35 (7) ◽  
pp. 854-865 ◽  
Author(s):  
Santiago Iñiguez De Onzoño ◽  
Salvador Carmona
Keyword(s):  
Business School ◽  
Business Schools ◽  
Faculty Members ◽  
Content Type ◽  
Research And Teaching ◽  
External Stakeholders ◽  
School Research ◽  
Research Findings ◽  
School Faculty ◽  
Internal And External Validity

Purpose – The purpose of this paper is to address the lack of relevance of business school research and how the potential gap between research and practice may be related to the lack of interaction between faculty members and non-academic stakeholders (e.g. industry, professions, society). Design/methodology/approach – The review of the extant literature in this area is combined with the experiences and discussions with business school leaders from around the world. Findings – The problematization of the lack of relevance of business school research leads us to conclude that it is a case of reward folly; the authors hope for relevance to external stakeholders but the authors reward for relevance to academic stakeholders. Drawing on Stokes’ (1997) research taxonomy, the authors conclude that business-school research should combine internal and external validity, which would involve business school faculty performing rigorous and relevant research, and interacting with practitioners; that is, an “academic triathlon”. Social implications – Faculty members should conduct research and teaching activities as well as interact with industry, and act to disseminate their research findings among external stakeholders. Consequently this should have implications for both the academic structure at business schools and the resources available to faculty members. Proceeding in this way will result in the narrowing of the gap of understanding between faculty members and management, and ultimately, to bridge the gap between contemporary versions of the Agora and the Academe. Originality/value – The authors provide a taxonomy of stakeholders of business school research and outline changes in the structure of business schools, resources provided to faculty members and impact on accreditation agencies.

Entrepreneurship Factor in Institutional Development

2015 ◽  
pp. 50-63 ◽  
Author(s):  
Eva Esther Shalin Ebenezer ◽  
Timothy W. Y. A. Adei
Keyword(s):  
Business School ◽  
Business Schools ◽  
Institutional Development ◽  
Public University ◽  
Point Of View ◽  
Institutional Transformation ◽  
Sub Saharan Africa ◽  
Success Story ◽  
School Faculty ◽  
Sub Saharan

In 2000, The Ghana Institute of Management and Public Administration (GIMPA) was a government subvented institution on the verge of collapse and threatened by privatization. In less than a decade, GIMPA has achieved over a 2000% increase in turnover and become the second university in Africa to meet the conditions for membership in the Association of African Business Schools. Now ranked among the top business schools in Sub-Saharan Africa, it is the only public university in Ghana that is self-financed. It has built the largest business school faculty in the country and become the first institution in Ghana to run degree top-up programmes for HND holders. What made GIMPA so unique, especially in this area of institutional development? This chapter tries to unearth the success story from a researcher's point of view and unveil the importance of entrepreneurship in institutional transformation.

scholarly journals Against management: Auto-critique

Organization ◽  
2021 ◽  
pp. 135050842110209
Author(s):  
Martin Parker
Keyword(s):  
Business School ◽  
Western Europe ◽  
Business Schools ◽  
The Uk ◽  
North Western ◽  
Made In ◽  
Highly Cited

In this review I consider the 20 years that have passed since the publication of my book Against Management. I begin by locating it in the context of the expanding business schools of the UK in the 1990s, and the growth of CMS in north western Europe. After positioning the book within its time, and noting that the book is now simultaneously highly cited and irrelevant, I then explore the arguments I made in the final chapter. If the book is of interest for the next two decades, it because it gestures towards the importance of alternative forms of organization, which I continue to maintain are not reducible to ‘management’. Given the intensifying crises of climate, ecology, inequality and democracy, developing alternatives must be understood as the historical task of CMS within the business school and I propose a ten-point manifesto in support of that commitment.

“That's not how I see it”: female and male perspectives on the academic role

2007 ◽  
Vol 22 (6) ◽  
pp. 497-515 ◽  
Author(s):  
Sue Shaw ◽  
Catherine Cassell
Keyword(s):  
Gender Differences ◽  
Business School ◽  
Design Methodology ◽  
Business Schools ◽  
School Context ◽  
Empirical Work ◽  
Original Data ◽  
Content Type ◽  
Academic Role ◽  
The Uk

PurposeThe purpose of this paper is to provide a piece of empirical work that examines gender differences in how academics make sense of performance within university business schools in the UK.Design/methodology/approachThe research reported draws on data collected using a life history and repertory grid methodology with male and female interviewees from two university business schools.FindingsThe findings are discussed in relation to how academics understand what is valued about their role and what they believe the organisation rewards and values when it comes to promotion. Gender differences are shown to exist in the ways women and men define the academic role and in what they think is important both to themselves and the institution.Originality/valueThe paper presents original data on gender differences within a business school context.

Showcasing Science

2019 ◽  
Author(s):  
Martin Weiss
Keyword(s):  
Nineteenth Century ◽  
Art Museum ◽  
Scientific Instrument ◽  
The Public ◽  
Public Role ◽  
Electrostatic Generator ◽  
History Of ◽  
World Class ◽  
Hendrik Antoon Lorentz ◽  
Set Up

Teylers Museum was founded in 1784 and soon thereafter became one of the most important centres of Dutch science. The Museum’s first director, Martinus van Marum, famously had the world’s largest electrostatic generator built and set up in Haarlem. This subsequently became the most prominent item in the Museum’s world-class, publicly accessible, and constantly growing collections. These comprised scientific instruments, mineralogical and palaeontological specimens, prints, drawings, paintings, and coins. Van Marum’s successors continued to uphold the institution’s prestige and use the collections for research purposes, while it was increasingly perceived as an art museum by the public. In the early twentieth century, the Nobel Prize laureate Hendrik Antoon Lorentz was appointed head of the scientific instrument collection and conducted experiments on the Museum’s premises. Showcasing Science: A History of Teylers Museum in the Nineteenth Century charts the history of Teylers Museum from its inception until Lorentz’ tenure. From the vantage point of the Museum’s scientific instrument collection, this book gives an analysis of the changing public role of Teylers Museum over the course of the nineteenth century.

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