 Embracing ChangeJulian C. Sulej Chapter 13 in Rethinking Business Schools, 2015, pp 219-229 from Palgrave Macmillan Abstract: Abstract In this, the final part of the book, it is intended to revisit earlier chapters and draw final conclusions on how UK business schools need to change in order to promote the development of the kind of management education that is arguably needed in order for the UK and its managers plus their businesses to be competitive into the future. In the earlier case- study chapters, reference was made to the application of the ‘case-study approach’ (Yin, 1994) and the development of underlying and rival theories in order to create an analytical template against which a comparison of the outcomes of the case-study research could be compared and then integrated in terms of answering ‘How’ and ‘Why’ questions. Returning to these theories enables conclusions to be drawn regarding the effectiveness or otherwise of the case-study business schools in terms of their individual strategies, the degree of alignment and integration of their individual approaches and the current challenges presented by the external and internal environment of business schools. Keywords: Faculty Member; Business School; Resource Usage; Ethical Leadership; Education Content (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-40447-3_13 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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