简介
"Business schools have come under fire in recent years with criticisms centring on their academic rigour and the relevance of business education to the 'real' world of management. Alongside this ongoing debate, increasing international competition and media rankings have led to a fierce struggle between business schools for positioning and differentiation. These are among the challenges that are faced by the Dean of the modern-day business school. In this book, Fernando Fragueiro and Howard Thomas show how Deans of business schools can meet such challenges in terms of strategic direction setting and the execution of their leadership role. Drawing on their invaluable experience as Deans of highly successful business schools, they present a series of case studies to show how leaders of five leading business schools (IMD, LBS, INSEAD, IAE and Warwick) have built effective strategies in the context of internal and external political pressures"--Provided by publisher.
目录
Cover 1
Half-title 3
Title 5
Copyright 6
Dedication 7
Contents 9
Figures 10
Tables 11
Preface 13
Acknowledgements 16
Introduction: Global financial crisis: future challenges for strategic leadership, deans and business schools 17
Globalisation and the global crisis 17
Changing models and contingencies 22
Leadership challenges for deans 24
1 The business school landscape: trends and dilemmas 29
1.1 Introduction 29
1.2 Critical background and history 30
1.3 Business schools and business education as a social construction process 36
1.4 The management education environment 41
1.5 The European landscape in management education 44
1.6 Differences between European and US business schools 48
Institutional differences 49
1.7 Competitive differences 54
1.8 Social capital differences: reputation effects and brand loyalty 59
1.9 Summary 62
1.10 Emerging issues and challenges: rethinking the business school 64
1.11 A compelling context for business schools and their leadership 65
2 Business schools as professional organisations (professional service firms) 71
2.1 Introduction 71
2.2 The business school as a professional school 72
2.3 What is a professional service firm? 75
2.4 The key features and characteristics of PSFs 78
Individual professionals 78
Professional competences 81
Shared power 83
Intangibility 85
Standardisation/customisation 85
Trust 87
2.5 Linkages between key features and characteristics of PSFs, professionals and clients 88
2.6 Key processes in professional service firms 91
Governance 91
Strategy setting 92
Staffing 94
Service delivery 95
Innovation, and learning and knowledge management 97
Relations, networking, and trust building 98
2.7 Organising and managing professional service firms: linkage between key features and key processes 98
2.8 Leading and managing professional service firms 104
2.9 What are the main leadership challenges in professional service firms? 105
3 The leadership process in business schools 109
3.1 Introduction to the leadership literature 109
3.2 The institutional leadership process 112
Setting the direction 112
Creating the sense of a common purpose, and shared values and beliefs 113
3.3 The social leadership process 114
Motivating and mobilising people 114
Supporting and empowering people 114
3.4 The structural leadership process 114
Coordinating the organisation 114
3.5 Governance and strategic leadership 115
3.6 Leadership as a process in context 119
3.7 A contextual approach to strategic leadership processes in business schools 123
3.8 Strategic leadership processes in business schools: a political approach 132
3.9 A glance at strategic leadership in practice 142
4 Strategic leadership in practice: leading the strategic process in three top business schools 145
4.1 Introduction 145
4.2 IMD, INSEAD and LBS: contextual commonalities and specificities 147
4.3 IMD 151
The merger (1990\u20132) 152
IMD\u2019s transition period (1992\u20133) 154
IMD\u2019s consolidation and success (1993\u20132004) 156
Building IMD\u2019s culture and identity 157
Shaping IMD\u2019s vision 158
Building IMD\u2019s culture and identity 157
Shaping IMD\u2019s vision 158
Future challenges 162
4.4 INSEAD 163
INSEAD\u2019s background 165
INSEAD\u2019s co-deanships, 1990\u20135 168
Antonio Borges\u2019 deanship, 1995\u20132000 171
New campus launch 172
Gabriel Hawawini\u2019s deanship, 2000\u20134 174
4.5 LBS 176
George Bain\u2019s deanship (1990\u20137): turning LBS into a top international school 178
Leading change at LBS 180
John Quelch\u2019s deanship (1998\u20132001): furthering LBS\u2019s transformation 181
Laura Tyson\u2019s deanship (2002\u20134): consolidating LBS as a \u2018pre-eminent global business school\u2019 185
Looking ahead 186
4.6 Conclusion 187
5 Strategic leadership in practice: the role of the dean 189
5.1 A contextual analysis to identify key forces at play 190
5.2 Why is context so important? 198
5.3 Using a political approach to explore strategic leadership phenomena 200
A comprehensive framework for deans\u2019 leadership tasks 202
5.4 The use of power at work 205
5.5 The role of the dean in strategic leadership processes 212
5.6 Leading a business school 214
5.7 Deans as CEOs 217
5.8 A road map for deans: four key tasks 220
Environmental scanning 221
Issue diagnosis 221
Issue legitimation 222
Power mobilisation 223
6 Learning from the trenches: personal reflections on deanship 225
6.1 Introduction 225
6.2 Looking back at the IAE situation:Fernando Fragueiro\u2019s perspectives 227
Upon closer inspection 233
A word to the wise 236
6.3 Looking back at the WBS situation: Howard Thomas\u2019s perspectives 239
Background on Warwick University 240
6.4 The parallel evolution of WBS, 1967\u20132000 242
6.5 2000\u20132010, the deanship of Howard Thomas 247
The 2000\u20132 period: agenda building and planning 256
The 2002\u20136 period: settling on a paradigm 257
2006\u20138: new paradigm development for \u2018Vision 2015\u2019 259
2008\u201310: strategic crossroads 261
6.6 Final reflections from my deanship experience at WBS 263
References 265
Index 277
Half-title 3
Title 5
Copyright 6
Dedication 7
Contents 9
Figures 10
Tables 11
Preface 13
Acknowledgements 16
Introduction: Global financial crisis: future challenges for strategic leadership, deans and business schools 17
Globalisation and the global crisis 17
Changing models and contingencies 22
Leadership challenges for deans 24
1 The business school landscape: trends and dilemmas 29
1.1 Introduction 29
1.2 Critical background and history 30
1.3 Business schools and business education as a social construction process 36
1.4 The management education environment 41
1.5 The European landscape in management education 44
1.6 Differences between European and US business schools 48
Institutional differences 49
1.7 Competitive differences 54
1.8 Social capital differences: reputation effects and brand loyalty 59
1.9 Summary 62
1.10 Emerging issues and challenges: rethinking the business school 64
1.11 A compelling context for business schools and their leadership 65
2 Business schools as professional organisations (professional service firms) 71
2.1 Introduction 71
2.2 The business school as a professional school 72
2.3 What is a professional service firm? 75
2.4 The key features and characteristics of PSFs 78
Individual professionals 78
Professional competences 81
Shared power 83
Intangibility 85
Standardisation/customisation 85
Trust 87
2.5 Linkages between key features and characteristics of PSFs, professionals and clients 88
2.6 Key processes in professional service firms 91
Governance 91
Strategy setting 92
Staffing 94
Service delivery 95
Innovation, and learning and knowledge management 97
Relations, networking, and trust building 98
2.7 Organising and managing professional service firms: linkage between key features and key processes 98
2.8 Leading and managing professional service firms 104
2.9 What are the main leadership challenges in professional service firms? 105
3 The leadership process in business schools 109
3.1 Introduction to the leadership literature 109
3.2 The institutional leadership process 112
Setting the direction 112
Creating the sense of a common purpose, and shared values and beliefs 113
3.3 The social leadership process 114
Motivating and mobilising people 114
Supporting and empowering people 114
3.4 The structural leadership process 114
Coordinating the organisation 114
3.5 Governance and strategic leadership 115
3.6 Leadership as a process in context 119
3.7 A contextual approach to strategic leadership processes in business schools 123
3.8 Strategic leadership processes in business schools: a political approach 132
3.9 A glance at strategic leadership in practice 142
4 Strategic leadership in practice: leading the strategic process in three top business schools 145
4.1 Introduction 145
4.2 IMD, INSEAD and LBS: contextual commonalities and specificities 147
4.3 IMD 151
The merger (1990\u20132) 152
IMD\u2019s transition period (1992\u20133) 154
IMD\u2019s consolidation and success (1993\u20132004) 156
Building IMD\u2019s culture and identity 157
Shaping IMD\u2019s vision 158
Building IMD\u2019s culture and identity 157
Shaping IMD\u2019s vision 158
Future challenges 162
4.4 INSEAD 163
INSEAD\u2019s background 165
INSEAD\u2019s co-deanships, 1990\u20135 168
Antonio Borges\u2019 deanship, 1995\u20132000 171
New campus launch 172
Gabriel Hawawini\u2019s deanship, 2000\u20134 174
4.5 LBS 176
George Bain\u2019s deanship (1990\u20137): turning LBS into a top international school 178
Leading change at LBS 180
John Quelch\u2019s deanship (1998\u20132001): furthering LBS\u2019s transformation 181
Laura Tyson\u2019s deanship (2002\u20134): consolidating LBS as a \u2018pre-eminent global business school\u2019 185
Looking ahead 186
4.6 Conclusion 187
5 Strategic leadership in practice: the role of the dean 189
5.1 A contextual analysis to identify key forces at play 190
5.2 Why is context so important? 198
5.3 Using a political approach to explore strategic leadership phenomena 200
A comprehensive framework for deans\u2019 leadership tasks 202
5.4 The use of power at work 205
5.5 The role of the dean in strategic leadership processes 212
5.6 Leading a business school 214
5.7 Deans as CEOs 217
5.8 A road map for deans: four key tasks 220
Environmental scanning 221
Issue diagnosis 221
Issue legitimation 222
Power mobilisation 223
6 Learning from the trenches: personal reflections on deanship 225
6.1 Introduction 225
6.2 Looking back at the IAE situation:Fernando Fragueiro\u2019s perspectives 227
Upon closer inspection 233
A word to the wise 236
6.3 Looking back at the WBS situation: Howard Thomas\u2019s perspectives 239
Background on Warwick University 240
6.4 The parallel evolution of WBS, 1967\u20132000 242
6.5 2000\u20132010, the deanship of Howard Thomas 247
The 2000\u20132 period: agenda building and planning 256
The 2002\u20136 period: settling on a paradigm 257
2006\u20138: new paradigm development for \u2018Vision 2015\u2019 259
2008\u201310: strategic crossroads 261
6.6 Final reflections from my deanship experience at WBS 263
References 265
Index 277
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