Towards a regional-global organizational model for leading research driven business schools. Findings from a longitudinal study in China, Europe and the USA from 2010 until 2016

  • Received February 1, 2017;
    Accepted February 22, 2017;
    Published June 7, 2017
  • Author(s)
    Carsten M. Syvertsen
  • DOI
    http://dx.doi.org/10.21511/ppm.15(2).2017.03
  • Article Info
    Volume 15 2017, Issue #2, pp. 36-45
  • TO CITE АНОТАЦІЯ
  • Cited by
    2 articles
  • 831 Views
  • 337 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

The author introduces the regional-globalized organizational design model suited for business schools wishing to play leading roles in research in the global knowledge economy. Professors were interviewed and secondary sources were used in the data collection process. In the time period lasting from 2010 until 2016. Chaos theory is used to illustrate the relevance of the regional-global model analyzing six business schools in China, Europe and the USA. The research suggests that the sampled business schools have become more research-focused in the time period the research took place due to a more complex and turbulent business environment. This is particularly the case for the elite business schools Harvard Business School, IESE Business School and China-Europe Business School. The research suggests that tailor making of research efforts can help business schools in their struggle for success, using elements from the crafting society as a benchmark.

view full abstract hide full abstract
    • Argyris, C., and Schon, D. A. (1978). Organizational Learning. Addison-Wesley, Reading, MA.
    • Astley, W. G., and Zammuto, R. F. (1992). Organization Science, Managers and Language Games. Organization Science, 3(4), 443-460.
    • Barney, G. (1986). Technology as an occasion for structuring: Evidence from observations of CT scanners and the social order of radiology departments. Administrative Science Quarterly, 20, 160-176.
    • Barlett, C. A., and Ghoshal, S. (1988). Managing Across Borders: The Transnational Solution. Harvard Business School Press. Cambridge, Mass.
    • Barlett, C. A., and Ghoshal, S. (1995). Transnational Management: Text, Cases and Readings in Cross-Border Management (2nd ed.). Irwin. Chicago.
    • Beech, N., and Johnson, P. (2005). Discourses of Disputed Identities in the Practice of Strategic Change. The Mayor, the Street-fighter and the Insider-out. Journal of Organizational Change Management, 18(1), 31-47.
    • Bennis, W., and O’Toole, J. (2005). How Business Schools Lost Their Way. Harvard Business Review, May, 1-20.
    • Binz, C. B. Truffer, and Coenen, L. (2014). Why space maters in technological innovation systems- Mapping global knowledge dynamics of membrane bioreactor technology. Research Policy, 43, 138-155.
    • Boynton, A. (2000). Craft Networks. In P. Strebel (Ed.), Focused Energy: Mastering Bottom- Up Organization. John Wiley & Sons, Chichester, England.
    • Bradkey, H. M. Erickson, Stephenson, C., and Williams, S. (2000). Myths at Work. Oxford Policy Press, Oxford, UK.
    • Brown, M. (1990). Defining stories in organizations: Characteristics and functions. In J.A. Anderson (Ed.), Communication yearbook, 13 (pp. 162-190). Newbury Park, CA: Sage.
    • Brown, M. H., and Krepes, G. L. (1993). Narrative analysis and organizational development. In Herndon, S. L., and Kreps, G. L. (Eds.), Qualitative research: Applications in organizational communication (pp. 47-62). Cresskill, NJ, Hampton Press.
    • Bunnel, T. G., and Coe, N. M. (2001). Spaces and scales of innovation. Progress in Human Geography, 25, 569-589.
    • Capeuchi, V. (1990). A history of flexible specialization and industrial districts in Emilia_ Romagna. In F. Pyke, G. Becattini and W. Sengenberger (Eds.), Industrial Districts and Inter-firm Co-operation in Italy. ILO publications, Geneve, Switzerland.
    • Carlsson, B. (2006). Internationalization of innovation systems: A survey of the literature. Research Policy, 35, 56-67.
    • Chandler, A. D. Jr. Strategy and Structure. MIT Press, Cambridge, Mass (USA).
    • Chiaburu, D. S. (2006). Managing organizational change in transition economics. Journal of Organizational Change Management, 19(6), 738-746.
    • D’Aveni, R. A. (1994). Hyper competition. Managing the Dynamics of Strategic Maneuvering. The Free Press, New York.
    • Coase, R. S. (1937). The Nature of the Firm. Economica, N.S., 4, 386- 405. Reprinted in G. J. Stigler and K. E. Boldings (Eds.), Readings in Price Theory (1952). Richard D. Irwin, Homewood, IL.
    • Dixon, S., Meyerm, K. E., and Day, M. (2007). Exploitation and Exploration Learning and the Development of Organizational Capabilities: A cross-case Analysis of the Russian Oil Industry. Human Relations, 60(10), 1493-1523.
Related Articles

  • Sumy State University: Adaptation of management to wartime conditions

    Vasyl Karpusha Researcher ID, Inna ShkolnykORCID Researcher ID, Anatoliy ChornousORCID , Tetyana MayborodaORCID Researcher ID doi: http://dx.doi.org/10.21511/ppm.21(2-si).2023.17
    Problems and Perspectives in Management Volume 21, 2023         Issue #2 (spec. issue)         pp. 140-152 Views: 416 Downloads: 229 TO CITE АНОТАЦІЯ

    Ensuring a high quality of educational and scientific activity is one of the main tasks for university management, which becomes especially significant in wartime conditions. The results of scientific research and mechanisms worked out in practice to ensure the effectiveness of the university functioning and anti-crisis management techniques in wartime may become impractical, as they are usually considered relatively stable and even predictable in the short term by the external environment and regular internal communications. Therefore, the study aims to systematize managerial decisions and measures and conduct a SWOT analysis of the university’s functioning in war conditions when external risks are at their maximum level.
    Based on the accumulated experience of Sumy State University management, which continued its activities even when russian invaders surrounded the city, it demonstrated effective work in 2022 and 2023. It became possible thanks to the pre-war management system, coordination of the work of all structural divisions, and constant information of all participants in the educational process through an internal information system and electronic document management. The critical threats to the university’s functioning in the future have been determined based on the conducted SWOT analysis.
    The developed methods and mechanisms of university management could not be fully applied in war conditions; the management’s ability to make non-standard decisions is essential; the state of the university depends on the distance to the war zone, as well as the institutional conditions developed in the pre-war period; the university’s presence in international rankings expanded cooperation with international partners and provided many significant advantages in supporting the university’s educational and scientific activities; the prerequisites for the university’s financial stability in wartime are careful analysis and strict control of the economic situation.

Download Preview
Close
Problems and Perspectives in Management
Problems and Perspectives in Management