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46499 results in Management

Page 593 of 2325

  • 7 - Eight Cutting-Edge Dilemmas and Strategic Projects

  • Peter Lorange
  • Book:
    The Business School of the Future
    Published online:
    18 November 2019
    Print publication:
    21 November 2019, pp 112-124

  • Summary

    This chapter discusses eight key dilemmas that typically tend to be faced by leading business schools. Each of these call for carful trade-offs and balancing. These dilemmas might include:

    1. - Research and teaching practice

    2. - Growing and being profitable

    3. - Innovation and status quo

    4. - Degree programs an in-company programs

    The key for a schools’ leadership, faculty and staff would be to settle for a balanced approach to each dilemma, attempting to stay away from extreme approaches, which tend to be dysfunctional.

  • 1 - Why Are Business Schools Generally So Static, and Why Is New Knowledge Needed?

  • Peter Lorange
  • Book:
    The Business School of the Future
    Published online:
    18 November 2019
    Print publication:
    21 November 2019, pp 1-23

  • Summary

    This chapter provides a main argument for why business schools may be facing needs to fundamentally change perhaps more today than before. “New” pedagogy is available to make effective change happen, above all, so-called blended learning. But indeed several factors seem to slow down business schools’ capabilities and willingness to change, including a typically too strong focus on achieving favorable so-called ranking. It is the changing need of business itself, the key “customer”, that provides the main inputs for change, and the chapter concludes with a discussion of 10 such factors.

  • 10 - Eight Case Examples

  • Peter Lorange
  • Book:
    The Business School of the Future
    Published online:
    18 November 2019
    Print publication:
    21 November 2019, pp 160-199

  • Summary

    This chapter gives eight cases that illustrate how modern technology might be changing the nature of various learning programs, how multiple locations might yield positive results but also pin-point some of the challenges of a multi-campus approach, how given specific courses might impact the evolution of entire academic institutions, and how multi-dimensional, boundaryless approaches might lend to more innovative approaches. Each of the eight examples are chosen as pointing towards what might become more or less standard in the future.

  • 2 - Evolution of the Conventional Business School

  • Peter Lorange
  • Book:
    The Business School of the Future
    Published online:
    18 November 2019
    Print publication:
    21 November 2019, pp 24-46

  • Summary

    This chapter picks up where the previous chapter ended, mainly to discuss how emerging competition impacts the evolution of the modern business school. Several key challenged are identified as potentially slowing down evolution, among which conservatism among key faculty members and the culture in a business school that these create might be paramount. The chapter then discusses how emerging pedagogical innovations seem to further accentuate the need for change. The emerging computer-based technology combined with practical “learning on the job” seem particularly key here. The chapter concludes by discussing what might be some of the key shortcomings that business schools now might face to cope with the challenge to evolve. A fragmented, silo-orientated, organizational structure often seems to represent a particular challenge here.

  • 6 - Innovations and a Change Culture

  • Peter Lorange
  • Book:
    The Business School of the Future
    Published online:
    18 November 2019
    Print publication:
    21 November 2019, pp 97-111

  • Summary

    This chapter deals with the critical issue of developing an effective culture, to more readily allow for innovations, say in research or in pedagogy. Partly such a change-prone culture might be impacted from the Dean/President at the top. Partly also there must be a bottom-up focus at work. And, it is this positive tension between top-down and bottom-up that might lead to an effective change culture. Ethics are of course key here, to inspire “good can become even better”.

Macroeconomics for Business
  • The Manager's Way of Understanding the Global Economy
  • Lawrence S. Davidson, Andreas Hauskrecht, Jürgen von Hagen
  • Published online:
    20 November 2019
    Print publication:
    06 February 2020
  • Interpreting and applying macroeconomic analysis to the global economic environment and understanding the tools used to do so is fundamental to making good managerial decisions. Presuming no background in economic theory and prioritizing international application, this textbook introduces macroeconomics to business students. It explains how to understand domestic and global macroeconomic developments, policies, and data, and makes extensive use of case studies and data sets to present modern macroeconomics in a globalized world. Each chapter has several specific data exercises and practices as well as an international application focusing on the global perspective. By providing a host of international material, this book is useful for instructors and students around the globe.

The Business School of the Future
  • Peter Lorange
  • Published online:
    18 November 2019
    Print publication:
    21 November 2019
  • Facing questions about the status and legitimacy of business schools, many of the world's leading institutions are now experimenting with new business models. In The Business School of the Future, former president of International Institute for Management Development (IMD), Peter Lorange reveals how the era of virtual technology, and the shift away from conservatism in classical academic institutions, heralds the arrival of a new kind of accessible and scalable business school. Drawing on his expansive and expert experience as a professor, leader and founder of academic institutions across the US and Europe, Lorange discusses the pedagogical and bureaucratic aspects of education and includes five case studies of institutes practicing the cutting-edge approaches discussed in the book (CEIBS, IMD, Singapore Management University, IE Madrid and Hult). This guide to designing the business school of the future, incorporating industry innovations, will appeal to business school deans, educators, policymakers and commentators.
Microfoundations

Microfoundations
  • Nature, Debate, and Promise
  • Nicolai J. Foss, Stefan Linder
  • Published online:
    18 November 2019
    Print publication:
    28 November 2019
  • 'Microfoundations' has become prominent in the discourse of management scholars. But what is it and how does it matter? This Element provides a characterization of microfoundations based on classical work on the methodology of social science and documents and discusses its manifestations in management research over the last one and a half decades. It also covers the relation of microfoundations to multilevel research, criticisms of microfoundations, and empirical research strategies for microfoundations.

  • How career adaptability can enhance career satisfaction: Exploring the mediating role of person–job fit

  • Hung-Chieh Yen, Jen-Wei Cheng, Chin-Tien Hsu, Kuo-Ching Yen
  • Journal:
    Journal of Management & Organization / Volume 29 / Issue 5 / September 2023
    Published online by Cambridge University Press:
    18 November 2019, pp. 912-929

  • This study examined the operation of resources as a mechanism underlying the relationship between career adaptability and career satisfaction. Based on career construction theory and conservation of resources theory, we examined the interactive effects of career adaptability, career satisfaction, person–job fit, and job uncertainty. The results of two-wave data collection from 234 full-time workers revealed that employees with stronger career adaptability were more likely to report career satisfaction. The full mediating effect was found of person–job fit. Specifically, we found that career adaptability enhances person–job fit, which results in greater career satisfaction. Additional analysis revealed that job uncertainty interferes with the mediation model. We identified a new antecedent of career satisfaction (i.e., person–job fit) and revealed the functional mechanism underlying the effect of this antecedent. This study provides novel insights valuable to the field of career management.

  • What to lobby on? Explaining why large American firms lobby on the same or different issues

  • Niels Selling
  • Journal:
    Business and Politics / Volume 22 / Issue 3 / September 2020
    Published online by Cambridge University Press:
    18 November 2019, pp. 449-476

  • What determines whether or not firms lobby on the same policy issues? Scholars offer two broad answers to this question. Firms that are (1) similar or (2) connected through interorganizational ties target the same policy issues. In this article, I argue that the co-occurrence of these two conditions produces the opposite outcome, namely a tendency to lobby on different issues. This expectation draws on ideas from collective action theory and the literature on issue niches. From these, I derive the following assumptions: similar firms share political objectives and they should, when possible, act collectively by jointly delegating their lobbying activities. The reason for doing this is that it allows them to focus on their issue niches. However, the ability to delegate hinges on coordination and monitoring, which is facilitated by interorganizational relations. To test this proposition, I study the largest American corporations. The dependent variable is activity overlap, a measure of the extent to which firms lobby on the same issues. According to expectations, activity overlap is reduced when firms operate in the same industry and, simultaneously, enjoy favorable conditions for social interactions, such as a concentrated market structure. These results lend support to collective action theory.

Duality by Design
  • The Global Race to Build Africa's Infrastructure
  • Edited by Nuno Gil, Anne Stafford, Innocent Musonda
  • Published online:
    14 November 2019
    Print publication:
    28 November 2019
  • Africa's rapid population growth and urbanisation has made its socioeconomic development a global priority. But as China ramps up its assistance in bridging Africa's basic infrastructure gap to the detriment of institutions building, warnings of a debt trap have followed. Building upon an extensive body of evidence, the editors argue that developing institutions and infrastructure are two equally desirable but organisationally incompatible objectives. In conceptualising this duality by design, a new theoretical framework proposes better understanding of the differing approaches to development espoused by traditional agencies, such as the World Bank, and emergent Chinese agencies. This new framing moves the debate away from the fruitless search for a 'superior' form of organising, and instead suggests looking for complementarities in competing forms of organising for development. For students and researchers in international business, strategic and public management, and complex systems, as well as practitioners in international development and business in emergent markets.

  • JFQ volume 54 Issue 6 Cover and Back matter

  • Journal:
    Journal of Financial and Quantitative Analysis / Volume 54 / Issue 6 / December 2019
    Published online by Cambridge University Press:
    14 November 2019, pp. b1-b9
    Print publication:
    December 2019
    • Article
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  • JFQ volume 54 Issue 6 Cover and Front matter

  • Journal:
    Journal of Financial and Quantitative Analysis / Volume 54 / Issue 6 / December 2019
    Published online by Cambridge University Press:
    14 November 2019, pp. f1-f6
    Print publication:
    December 2019
    • Article
      • You have access
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Page 593 of 2325