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The Institutional Development of Business Schools$
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Andrew M. Pettigrew, Eric Cornuel, and Ulrich Hommel

Print publication date: 2014

Print ISBN-13: 9780198713364

Published to Oxford Scholarship Online: December 2014

DOI: 10.1093/acprof:oso/9780198713364.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 23 June 2021

Strategic Choice

Strategic Choice

Taking ‘Business’ out of B-schools

Chapter:
(p.248) 11 Strategic Choice
Source:
The Institutional Development of Business Schools
Author(s):

Peter McKiernan

David Wilson

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198713364.003.0011

This chapter argues that a number of pressures have forced b-schools to become largely synonymous with private, profit-making business organizations, and the result has been that traditional b-schools have reached a strategic plateau where their intellectual status, rigour and practical relevance to other economic sectors (e.g. public and non-profit) and to policy and society overall are being scrutinized. This chapter suggests that, by weakening the close ties between b-schools and for-profit organizations, b-schools would be presented with a series of strategic choices that may enable them to attain greater intellectual rigour and relevance. To reinforce, illustrate, and expand the arguments, data drawn from two sources is included: interviews with Deans conducted by the authors in the U.K., Europe and Australia; and archival research using content analysis of articles by deans and deputy deans from the entire publication set of EFMD’s Global Focus.

Keywords:   business schools, strategic choices, alternative organizations, isomorphic behaviour, neo-institutionalism, rankings, ratings

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