Through a mixed methods approach, this study provides a greater understanding of salary inequality in U.S. business schools and how it changed between 1998 to 2004. The quantitative research examines full-time faculty using individual-level salary data from both a constant sample of 307 institutions and a larger 2004 sample of 464 schools, allowing for in-depth examination of inequality including within institutions. The qualitative research used interviews with business school deans to uncover decisions that, in the aggregate, can impact faculty salary inequality.Quantitative analysis of faculty salary utilized descriptive statistics as well as several inequality measures, along with regression analyses, to reveal the level and structure of inequality and the contributions of within-institution and between-institution inequality. Salary inequality increased between 1998 and 2004. However, contrary to previous research, salary inequality isn't attributed to superstar salaries; the growth in salary inequality is attributable to negative real growth in the lower tail of the salary distribution. Analysis between institutions reveals that the highest paying 10% of institutions are pulling away, increasing stratification between the most prestigious institutions and the others. Although private school faculty earn more than their public counterparts, salary inequality among faculty at public institutions increased more rapidly. Institutional characteristics including Carnegie classification, MBA ranking, degrees offered, accreditation, faculty size, tuition and fees, state appropriations per student and endowment per student contribute to differences in salary inequality between institutions. Within institutions, unionization and higher MBA ranking correspond to lower salary inequality; whereas research/doctoral, public institutions, and larger faculty size correspond to more salary inequality. Differences also exist in the inequality source: upper tail or lower tail.While the primary interview theme is the rule of the market, deans do make individual decisions based on their own competitive marketplace. The qualitative inquiry revealed four decision categories that can affect salary inequality, including: hiring strategies, environmental influences--colleges and fields, compensation challenges and market response strategies, all which may collectively increase or decrease faculty salary inequality. Interview analysis revealed additional questions that need to be answered using quantitative data, from changes in faculty composition, to compression/inversion, and salary inequality differences across fields.

The research is concerned with examining the process of internationalization within higher education and specifically within UK Business Schools. The fieldwork includes the first ever national survey of such institutions conducted in 1992 and was followed by detailed case studies of two institutions - one in the UK and the other in the Netherlands, both of which included staff and student interviews. The findings examined the existence of policies and strategies, as well as critical factors for success, reasons for failure, obstacles and probable future directions. The results show that internationalization within the UK is taking place in a variety of ways, with little or no consideration of the strategic management of the process and is driven both by the need to increase fees from overseas students and to attract external funding such as that available from the European Commission. The thesis goes on to provide a fractal process model of internationalization which can be equally used by individual academics, as well as departments, faculties, institutions, national systems of education or for transnational organizations. The model is located within a conceptual framework developed using the methodology of grounded theory. The thesis concludes with an examination of possible future trends within higher education before returning to first princples in the form of a re-examination of the reasons for internationalization

The objective of the study is to investigate and compare the 2010 first year intake students’ profile, for the NMMU Business School MBA programme with their module success rate against success indicators derived from previous literature and the SHL tests results in order to compile a conceptual framework as a guide to analyse the database used. The MBA success indicators, as provided in previous literature, were analysed by addressing the following: The psychometric tests as predictors of success; Age as a predictor of success; Cultural background as a predictor of success; Work experience as a predictor of success; and, Educational background as a predictor of success. The NMMU Business School MBA students’ historical data were used as a database for this study. The module pass rates were collated as part of the database, which included the students’ biographical information. The results of the SHL test battery used as the entrance test for admission could not be obtained as the information is regarded as confidential given that the nature of the assessment data requires certain training qualifications from users; and SHL South Africa was approached to collaborate on this study. SHL South Africa performed the statistical analysis and provided these for interpretation and use in the study. The study revealed that more than half of the NMMU MBA candidates did not complete the programme in the minimum prescribed period, as only 40.5 percent of the candidates completed successfully all modules in this period, and 52 percent of them were in the 30 -39 years-age category. It also revealed that 78.1 percent of those that had successfully completed the programme were males compared with the 21.9 percent of females that completed the course. The study showed that in the 59.5 percent of those that were not successful, 40.4 percent were females compared to 59.6 percent of unsuccessful males in the same sample. Although the pass rates ranged above 75 percent, only one module had the full sample writing the examination, and the lowest core module had 67percent candidates writing the examination. The current entrance process is recommended with improvements to increase the pass rates, throughputs, and to allow for a stricter analysis of the entrance test results.

Thesis (M. Com.)--University of Canterbury, 2010. / Typescript (photocopy). Includes bibliographical references (leaves 127-132) and index. Also available via the World Wide Web.

In this paper we explore what role business schools play when it comes to shifting the paradigm towards sustainability and generating responsible decision-makers. It has been suggested that certain mainstream management models and theories has had some significant and negative influence on the conduct of business or even at times contradict sustainable development. Thus the aim of the paper is to explore the views and experiences of academics as well as the challenges they face when working with integrating sustainability into the education. Seven business schools and universities in Sweden have recently signed the Principles for Responsible Management Education (PRME) initiative and therefore made a commitment to implement sustainability into their education as well as engage in a platform for responsible management education. This study is based on semi- structured interviews with people responsible for working with the schools’ commitment. Our main findings are that signing PRME is a logic of legitimacy and that most schools are in the beginning of implementing sustainability. The main challenges that the schools face in the process are related to the complexity of bringing a new concept into an academic organisation initially from the top management in a bottom up environment. In addition to this, there seem to be a detachment of how the respondents express the role of business education and the more general role of business in society, in relation to responsibility.

This research examines how organizational antecedents affect organizational identification (OI) of academics in the business schools of universities in Hong Kong. Organizational antecedents include perceived organizational distinctiveness, inter-organizational competition, intra-organizational competition and perceived organizational prestige. OI is a perceptual cognition that links an individual to a particular group and identification with reference to an organization. It serves for individuals to cognitively segment and order the social environment. The outcomes of the study are faculty members’ in-role and extra-role performances, referring to the behavior necessary for the completion of the responsible work and behavior that attempts to benefit the organization and that goes beyond existing role expectations respectively. Based on the English language literature, it was hypothesized that OI of the faculty members was positively related to the antecedents except intra-organizational competition and the two outcomes. It also mediated the relationship between the four antecedents and two outcomes. Measures of the variables were operationalized using Likert scales by established international literature, and a survey instrument was constructed and validated after a pilot study in July 2012. All business school faculty members (1,162) in Hong Kong’s universities were invited to participate in the survey between August and October 2012. A total of 194 completed valid questionnaires were received. The statistics were run by the software package used for statistical analysis (SPSS) and data was analyzed using Baron and Kenny (1986)’s strategy to test the mediation hypothesis. The results of this study indicated a high level of OI consistent with the collectivist cultural value of Chinese employees. However, it demonstrated that OI was positively associated with organizational distinctiveness and organizational prestige only while there were no significant relationships between OI and inter-organizational competition as well as intra-organizational competition. These results were also contrary to the international OI literature which shows that OI only affects extra-role behavior. Instead, OI was positively associated with both consequences of in-role and extra-role performances. Finally, the data did not support OI as a mediator. Further research in a Chinese contexts and an extension of studies with more antecedents or moderators are recommended to retest the model and hypotheses. / published_or_final_version / Education / Master / Master of Education

Thesis (M.B.A.)—Boston University

No description available.

No / We suggest in this paper that whilst exploring how to make business schools more critical we must also turn a critical and reflexive lens upon ourselves, critical management thinkers. Our endeavour is outlined here as a ‘reflexive journey’ in which we turn upon ourselves, academics who identify as ‘critical’ thinkers, the theories we use to analyse others. Our focus is upon critical management education. We use three vignettes drawn from our previous research. One is of graduands from the postgraduate programmes on which two of us teach, the second an analysis of knowledge transfer programmes in which we have participated, and the third a study of the construction of academic identities. The first study shows the academic teacher may become an internalized, judgemental gaze, the second that what we see as a critical approach may be construed by our students as another ‘truth’ that fails to encompass the complexities of organizations and management, and the third encourages us to ask some questions about our own positions. This causes us to ask some uncomfortable questions about our own positions as critical management scholars and the ways in which we conceptualize business schools and our colleagues who work in them.

Introduction. Leadership is being taught in business schools to provide students with skills in decision making, for example, within different subjects in business schools such as in ICN Business School. Purpose. The purpose of this study is to describe the student’s adoption of business school leadership ideals and values. Theoretical Framework. Implementation of theories of transactional-transformational leadership and charismatic-visionary concerning the leadership ideals of the study. Leadership ideals and leadership values correlate and correspond to the leadership styles mentioned. Methodology. Qualitative study operating in-depth interviews and surveys. Study operationalized in Bavaria, South Germany, where three business schools have been investigated for 3 months (mid-April 2019 - early May 2019). Findings. The findings of the study are the similarity of the students with the business school’s core values where a leadership ideal can be conveyed. The leadership values in detailed seem to be conveyed, and another part not entirely conveyed. Analysis. Leadership values are analyzed through SPSS results. Leadership ideals are analyzed through results of leadership values. Leadership values, leadership styles. Leadership values are all put in correlation. Conclusion. Leadership ideals are fully conveyed to students from business schools through the choice of leadership style. Leadership values are partly conveyed.