Beyond Strategic convergence: Designing Differentiation Strategies for Business Schools in a multi-polar world

Stéphanie Dameron and Thomas Durand ()
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Stéphanie Dameron: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
Thomas Durand: LIRSA - Laboratoire interdisciplinaire de recherche en sciences de l'action - Cnam - Conservatoire National des Arts et Métiers [Cnam]

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Abstract: The purpose of this chapter is to show how contextual forces are at work that may help business schools escape from strategic convergence and the attached lock-in, thus giving room for differentiation among business schools in a multipolar world. We argue that specific institutional embeddedness and territorial market influencing may be the fundamental drivers of differentiations for business schools. We give insights about these types of differentiation that may be claimed by business schools to strengthen their relevance for societies, and be more recognized and valued by external evaluation.

Keywords: students; business models; academic; business faculties; business schools; management education systems; business schools governance (search for similar items in EconPapers)
Date: 2018
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Published in The Future of Management Education : Volume 2: Differentiation Strategies for Business Schools, Palgrave Macmillan, 21 p., 2018, ⟨10.1057/978-1-137-56104-6_1⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01897690

DOI: 10.1057/978-1-137-56104-6_1

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