Thesis.

Following attendance at a conference of the United States based Executive MBA Council in the year 2000, it was apparent that an increasing number of providers of Master of Business Administration (MBA) programs were including an international study tour component in their programs. / To place this in perspective, in 1994 there were 132 member institutions of the Executive MBA Council. The majority of member institutions were based in the United States. An international study tour component was involved in 73 of the programs with 16 of these optional. In 2001 there were 155 member institutions with an increased number of members from Europe and Asia-Pacific. They provided 194 programs of which 152 included an international study tour with only 10 optional. / In order to address this phenomenon of increasing exposure to global activities through an international study tour, the main purpose of what an MBA is to achieve was investigated. To gain insight into this post-graduate educational program, its genesis and evolution was researched from the literature and a comtemporary ideal type model of an MBA program was generated. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.

Thesis (MEd (Human Resource Studies))--University of South Australia,1997

Thesis (Ph.D.)--Drexel University, 2005. / Includes abstract and vita. Includes bibliographical references (leaves 91-98).

Berlin, Humboldt-University, Diss., 2006.

Research Project (M.B.A.) - Simon Fraser University, 2006. / Theses (Faculty of Business Administration) / Simon Fraser University. Senior supervisor : Dr. Jennifer C. Chang. MBA-MKTG Specialist Program.

Thesis (Ph. D.)--Drexel University, 2005. / Includes abstract and vita. Includes bibliographical references (leaves 91-98).

Despite numerous successes and appreciable advantages of the Master of Business Administration (MBA) degree, the reputation of the MBA has deteriorated in the eyes of businesses, as its relevance has been questioned and businesses often fail to see students applying acquired skills practically back at work.While previous research has focussed on the experience and opinions of MBA students themselves, this research sought insights of businesses and business schools, specifically considering the value of collaborative relationships for strengthening the MBA’s impact.This research aimed to understand how collaboration can improve the impact of the MBA, first by affirming the successes of the MBA, confirming its importance to business and then exploring current challenges. Previous initiatives have been unsuccessful in reviving the MBA’s ailing reputation, as they were isolated initiatives, lacking the support and involvement of other MBA stakeholders.<p/>This research, therefore, investigated the requirements for a collaborative relationship to be willingly entered into and sustained, looking particularly at in-house programmes which were successful in encouraging collaboration and involvement of stakeholders.From the research findings, the Collaborative Impact Model was designed to set out how a collaborative relationship can be established and maintained, optimising the impact of the MBA while also minimising its many challenges. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

by Cheung Po-Yu, Tang Poon-Tung, Denny. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 102-103). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.vi / LIST OF ILLUSTRATIONS --- p.ix / LIST OF TABLES --- p.xi / ACKNOWLEDGMENTS --- p.xiii / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / What is M.B.A. ？ --- p.1 / Criticisms of Worldwide MBA Programs --- p.2 / Changes of MBA Program --- p.3 / MBA Programs in Hong Kong --- p.3 / Programs Offered by The Chinese University of Hong Kong --- p.4 / Programs Offered by Hong Kong University of Science and Technology --- p.6 / Corporate Communication Practices in CUHK MBA Program --- p.7 / Purpose of Study --- p.9 / Chapter II. --- LITERATURE REVIEW --- p.10 / Corporate Image --- p.10 / Key to Public Trust --- p.11 / Retain Quality Students --- p.11 / Let the Image Do the Recruiting --- p.12 / Corporate Communication --- p.13 / Introduction - What is It ？ --- p.13 / Means of Corporate Communication --- p.13 / Corporate Advertising --- p.13 / Product Advertising --- p.14 / Public Relations --- p.15 / Existing communication channels of the MBA Programs in CUHK --- p.16 / Public --- p.16 / Chapter III. --- RESEARCH METHOD --- p.19 / Objectives --- p.19 / Research Design --- p.20 / Literature Review --- p.20 / Research Method --- p.21 / Questionnaire Design --- p.21 / Sampling --- p.21 / Test of Questionnaires --- p.24 / Limitations --- p.24 / Chapter IV. --- RESEARCH FINDINGS AMD ANALYSIS --- p.26 / Overall Sample Characteristics --- p.26 / Questionnaire 1 --- p.26 / Nature of Business --- p.26 / Departments Respondents Belong To --- p.28 / Overall Findings --- p.29 / Questionnaire 2 --- p.41 / Nature of Respondents --- p.41 / Overall Findings --- p.41 / Chapter V. --- RECOMMENDATIONS --- p.53 / Product Strategies --- p.54 / Global Perspective with Focus on Asia - Pacific --- p.55 / Inclusion Mandarin as a Non-credit Core Course --- p.56 / Set up Another Concentration in China Studies --- p.58 / Enrich International Exchange Program by Increasing the Number of Overseas Universities --- p.59 / Include Study Tours to Different Countries --- p.61 / Enrich and Revise Current Curriculum --- p.62 / Introduction of Enrichment Programs --- p.63 / Design of Career Strategies of MBA Graduates --- p.65 / Set up Independent MBA Placement Office --- p.66 / Reorganize Networking with Existing Alumni --- p.72 / Communication Strategies --- p.74 / Public Relations --- p.74 / Set up Center for Corporate Partnership --- p.75 / Exhibitions --- p.76 / Publications and Promotional Items --- p.77 / Government Lobbying --- p.78 / Redefine the Organization and Build Up Distinctive Symbol for the Graduate School --- p.79 / Chapter VI. --- CONCLUSIONS --- p.81 / TABLES --- p.83 / APPENDIXES --- p.91 / REFERENCES --- p.102

by Chan Lai-ying, Rita. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 92-94). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.vi / LIST OF TABLES --- p.x / ACKNOWLEDGEMENT --- p.xiii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / MBA Education in Hong Kong --- p.1 / Proliferation of MBA Education --- p.1 / Customer Needs --- p.2 / Value of a Local MBA Degree --- p.3 / Chapter II. --- LITERATURE REVIEW --- p.6 / MBA Education --- p.6 / The World MBA Market --- p.7 / Decrease in Demand --- p.7 / Increase in Supply --- p.7 / The Impact of Recession --- p.8 / Inadequacy of Traditional MBA Curricula --- p.8 / Competition from Corporate Management Development Training --- p.9 / The Future --- p.9 / The MBA still Lures --- p.9 / MBA Consurmers --- p.10 / Training Sponsorship --- p.10 / Future Development of MBA Programmes --- p.11 / The Trend toward In-house MBA Programmes --- p.11 / The Local MBA Market --- p.12 / Programme Evaluation Indicators --- p.13 / Quality of Curriculum --- p.13 / Quality of Applicants --- p.13 / Admission Requirements --- p.14 / Quality of Faculty --- p.15 / Quality of Graduates --- p.15 / Chapter III. --- METHODOLOGY --- p.17 / Objectives --- p.17 / Method of Study --- p.18 / Design of Questionnaire --- p.18 / Test of Questionnaire --- p.19 / Scope and Coverage --- p.19 / Method of Approaching the Companies --- p.20 / Anonymity --- p.20 / Follow-up Actions --- p.20 / Data Analysis --- p.21 / Limitations --- p.21 / Chapter IV. --- RESEARCH FINDINGS AND ANALYSIS --- p.24 / Response Rate --- p.24 / Overall Sample Characteristics --- p.24 / Respondent Companies --- p.24 / Nature of Business --- p.24 / Company Size --- p.25 / Individual Respondents --- p.26 / Department They Belong To --- p.26 / Positions Held --- p.27 / Education Level --- p.28 / Institutions Where They Graduated From --- p.29 / Institutions Where They Got / Are Studying For Their MBA Degrees --- p.30 / Experience In Working With Local MBA Graduates --- p.31 / "Company Practices on Recruitment, Training Sponsorship and Promotion of Local MBA Employees" --- p.32 / Recruitment of Local MBA Employees --- p.32 / Companies Currently Hiring Local MBA Graduates --- p.32 / Company Size and Hiring Local MBA Graduates --- p.33 / Reasons For Not Hiring Local MBA Graduates --- p.34 / Positions Requiring MBA As Requisite --- p.34 / Training Sponsorship Practices --- p.35 / Training Sponsorship For Local MBA Programmes --- p.35 / Reasons For Sponsorship --- p.35 / Institutions Qualified For Training Sponsorship Schemes --- p.37 / Company Offer to Graduates of Different Institutions --- p.38 / Recruitment Preference --- p.38 / Difference in Renumeration Packages --- p.41 / Difference in Positions / Grades --- p.42 / Promotion Preference --- p.43 / Preference For Graduates From Different Institutions --- p.44 / Future Company Needs For Local MBA Graduates --- p.44 / Evaluation on Local MBA Programmes --- p.46 / What do They rely on when Evaluating --- p.46 / Knowledge about Individual MBA Programmes --- p.47 / Admission Requirements --- p.49 / Correlation between Admission Requirements and Reputation --- p.49 / Programme Evaluation --- p.50 / Quality of Applicants --- p.51 / Quality of Curriculum --- p.52 / Quality of Teaching Staff --- p.52 / Quality of Graduates --- p.54 / Effectiveness in Preparing Graduates for Current Job --- p.56 / Effectiveness in Preparing Graduates for Position of Significant Management Leadership --- p.57 / Overall Reputation of Individual Programmes --- p.58 / The Correlation between Knowledge about the MBA Programmes and the Evaluation of the Programmes --- p.59 / Future Development of Local MBA Programmes --- p.60 / Topics / Areas Needed --- p.60 / Importance of MBA Education --- p.61 / Demand for MBA Graduates --- p.63 / Kinds / Levels of Staff needing an MBA Degree Most --- p.65 / Comparing Part-time MBA Programmes with In-house Management Development Training --- p.65 / Overall Findings --- p.67 / Chapter V. --- RECOMMENDATIONS --- p.69 / Targeting at Satisfying Customer Needs --- p.69 / Partnering with the Business Community to meet Demands --- p.70 / Determining Customer Needs --- p.70 / In-House MBA Programmes --- p.71 / Promotion Efforts --- p.72 / Programme Prospectus --- p.72 / Programme Consultancy Service --- p.73 / Image Building --- p.73 / Alumni Networking --- p.74 / Product Differentiation among MBA Programmes --- p.75 / Product Differentiation between BBA and MBA Programmes --- p.76 / Curriculum Reform --- p.77 / Total Quality Management --- p.79 / China Trade --- p.80 / Enhancement in Quality of Faculty --- p.80 / APPENDIX --- p.82 / BIBLIOGRAPHY --- p.92