Business Schools Delivering Value to Local and Regional Economies

Total Page:16

File Type:pdf, Size:1020Kb

Business Schools Delivering Value to Local and Regional Economies BUSINESS SCHOOLS DELIVERING VALUE TO LOCAL AND REGIONAL ECONOMIES September, 2016 Chartered Association of Business Schools, September 2016 CONTENTS page Forewords ............................................................................................................................................................................................................................................................01 Introduction ..................................................................................................................................................................................................................................................... 02 Chapter 1: Driving Regional Growth ........................................................................................................................................................................................... 05 1.1 Entrepreneurship ............................................................................................................................................................................................................................ 05 1.2 Regional Growth Programmes .............................................................................................................................................................................................. 08 1.3 Working with Large Businesses and their Supply Chains ..................................................................................................................................... 11 Chapter 2: Developing Business Support Infrastructure .......................................................................................................................................... 13 2.1 Background to the Development of the Growth Hubs ............................................................................................................................................ 18 2.2 Regional Institutes and Initiatives .......................................................................................................................................................................................... 20 Chapter 3: Engaging Small and Medium-sized Enterprises (SMEs) ................................................................................................................. 22 3.1 Chartered ABS and the Small Business Charter ............................................................................................................................................................. 23 3.2 Small Business Charter Growth Vouchers ......................................................................................................................................................................... 25 3.3 Innovation Vouchers ....................................................................................................................................................................................................................... 26 Chapter 4: Promoting Sustainability, Health, Social Development and Interdisciplinary Work ............................................ 30 4.1 Public Value .......................................................................................................................................................................................................................................... 30 4.2 Social Enterprise ................................................................................................................................................................................................................................ 32 4.3 Tourism .................................................................................................................................................................................................................................................... 33 4.4 Food .......................................................................................................................................................................................................................................................... 34 4.5 Health....................................................................................................................................................................................................................................................... 35 4.6 Sustainability and Energy ............................................................................................................................................................................................................ 36 4.7 Interdisciplinary Work .................................................................................................................................................................................................................... 38 Chapter 5: Nurturing Talent ................................................................................................................................................................................................................ 40 5.1 Students, Placements, Projects and Internships............................................................................................................................................................ 40 5.2 Engaging Students .......................................................................................................................................................................................................................... 42 5.3 Knowledge Transfer Partnerships (KTP) .............................................................................................................................................................................. 43 5.4 Student Entrepreneurship .......................................................................................................................................................................................................... 43 5.5 The Chartered Manager Degree Apprenticeship (CMDA) ...................................................................................................................................... 45 Chapter 6: Leading Skills Development ................................................................................................................................................................................... 47 6.1 Executive Education and Training .......................................................................................................................................................................................... 48 6.2 Bespoke and Innovative Programmes................................................................................................................................................................................. 49 6.3 Work-Based Learning ..................................................................................................................................................................................................................... 51 Recommendations ...................................................................................................................................................................................................................................... 52 Acknowledgements ................................................................................................................................................................................................................................... 53 Appendices ......................................................................................................................................................................54 Appendix A....................................................................................................................................................................................................................................................54 Appendix B ....................................................................................................................................................................................................................................................56 Appendix C ....................................................................................................................................................................................................................................................57 About the Chartered Association of Business Schools We are the voice of the UK’s business and management education sector. We support our members to maintain world- class standards of teaching and research, and help shape policy and create opportunities through dialogue with business and government. The UK’s business and management education sector represents nearly 1 in 5 university students and contributes £3.25b to the UK economy. Its management students go on to lead global businesses and its entrepreneurs contribute to our dynamic economy. Its research has an impact across society and helps to turn our capacity for invention into viable businesses. Our members consist of 120 business schools and higher education providers, as well as affiliate stakeholders, corporate members and international partners. Business schools: delivering value to local and regional economies Page 1 FOREWORD The UK has some of the best business schools in
Recommended publications
  • International Business Research and Risky Investments, an Analysis of FDI in Conflict Zones Nigel Driffieldª , Chris Jonesª &A
    International business research and risky investments, an analysis of FDI in conflict zones Nigel Driffieldª, Chris Jonesª & Jo Crottyb ªAston Business School, Aston University, Aston Triangle, Birmingham, B4 7ET, UK b Salford Business School, M225 Maxwell Building, University of Salford,43 The Crescent, Manchester, M5 4WT, UK A B S T R A C T The purpose of this paper is to examine the determinants of a firm’s strategy to invest in a conflict location. To the best of our knowledge, this has not been done before. We examine this using a standard model of international business, overlaid with the fundamental approach to corporate social responsibility. We start with the population of multinationals who have chosen to invest in low income countries with weak institutions. We then split this sample in order to distinguish between firms that have invested in conflict regions compared to those that haven’t. Our analysis then proceeds to explain the decision of those firms to invest in conflict locations by using a simple Probit model. We find that countries with weaker institutions and less concern about corporate social responsibility (CSR) are more likely to invest in conflict regions. Finally, firms with more concentrated ownership are more likely to invest in such locations. Keywords: Conflict, Corporate Social Responsibility, FDI, Institutions. 1. Introduction The purpose of this paper is to examine investments by largely western firms into areas of conflict. The previous literature that we discuss below focuses on the extent to which FDI into such locations may impact on the instability of the region, or subsequently, Corresponding author at: Aston Business School, Aston University, Aston Triangle, Birmingham, B4 7ET, UK.
    [Show full text]
  • Open Research Online Oro.Open.Ac.Uk
    Open Research Online The Open University’s repository of research publications and other research outputs Beyond ecosystem services: valuing the invaluable Journal Item How to cite: Gunton, Richard M.; van Asperen, Eline; Basden, Andrew; Bookless, David; Araya, Yoseph; Hanson, David R.; Goddard, Mark A.; Otieno, George and Jones, Gareth O. (2017). Beyond ecosystem services: valuing the invaluable. Trends in Ecology and Evolution, 32(4) pp. 249–257. For guidance on citations see FAQs. c [not recorded] https://creativecommons.org/licenses/by-nc-nd/4.0/ Version: Accepted Manuscript Link(s) to article on publisher’s website: http://dx.doi.org/doi:10.1016/j.tree.2017.01.002 Copyright and Moral Rights for the articles on this site are retained by the individual authors and/or other copyright owners. For more information on Open Research Online’s data policy on reuse of materials please consult the policies page. oro.open.ac.uk Opinion piece for Trends in Ecology & Evolution Beyond ecosystem services: valuing the invaluable Authors: Richard M. Gunton1,2, Eline van Asperen3, Andrew Basden4, David Bookless5,6, Yoseph Araya7, David R. Hanson2, Mark A. Goddard8, George Otieno9, Gareth O. Jones2 1 School of Biology, University of Leeds, LS2 9JT, UK 2 West Yorkshire School of Christian Studies, Outwood House, Leeds, LS18 4JN, UK 3 Department of Anthropology, Durham University, DH1 3LA, UK 4 Salford Business School, University of Salford, M5 4WT, UK 5 A Rocha International, 89 Worship Street, London, EC2A 2BF, UK 6 Faculty of Divinity, University of Cambridge, CB3 9BS, UK 7School of Environment Earth & Ecosystems, Open University, Milton Keynes, MK7 6AA, UK 8School of Civil Engineering & Geosciences, Newcastle University, NE1 7RU, UK 9School of Arts & Communication, Leeds Trinity University, Horsforth, LS18 5HD, UK Corresponding author: Gunton, R.
    [Show full text]
  • BOOK of the NIGHT HEADLINE SPONSOR 29 January 2021 3
    The AMBA & BGA Excellence Awards2021 OFFICIAL BOOK OF THE NIGHT HEADLINE SPONSOR 29 January 2021 WELCOME FROM CONTENTS It is my great pleasure to welcome you all to our 2021 AMBA & BGA Excellence Awards, which we are SPONSORS 04 hosting virtually. RUNNING ORDER OF THE AWARDS CEREMONY 05 On behalf of the entire AMBA & BGA team, I would like to thank you for joining us to celebrate our JUDGING PANEL 06 shared successes throughout the past year, in spite of global turbulence, and to congratulate all the shortlisted entrants and winners of this year’s Excellence Awards. We are also celebrating BGA’s second anniversary. Since BGA’s launch in late January 2019, the network THE CHIEF EXECUTIVE OFFICER BEST INNOVATION STRATEGY, has grown at lightning speed – we have already welcomed 150 Business Schools as BGA members and accredited 12 BGA Schools. Our AMBA-accredited Schools network has now grown to 286 Schools Sponsored by Barco 08 and we have been delighted to continue receiving positive feedback on our decision to strengthen the quality and exclusivity of the AMBA network further, by limiting the network to just 300 high-quality BEST LIFELONG LEARNING INITIATIVE, . Business Schools worldwide. Sponsored by Studious Digital Education 12 AMBA student and graduate membership has grown to 55,000, and our BGA student and graduate network will, in time, grow to be even larger than this. BEST CORPORATE SOCIAL RESPONSIBILITY INITIATIVE 16 This is our largest-ever AMBA & BGA Excellence Awards, featuring 11 categories. We have had a record number of entries, representing all six continents, and the competition was stronger than ever.
    [Show full text]
  • Dr. NEAL H. HOOKER
    August, 2017 Dr. NEAL H. HOOKER 210R Page Hall, 1810 College Road Professor of Food Policy Columbus, OH 43210 John Glenn College of Public Affairs Tel: 614‐292‐8188 Fax: 614‐292‐2548 The Ohio State University [email protected] http://glenn.osu.edu/ Research, Teaching and Outreach Interests Food Policy & Marketing; Food Safety & Nutrition Economics; Corporate Social Responsibility & Sustainability Education Ph.D. 1997 Resource Economics, University of Massachusetts, USA M.A. 1992 Economics, University of British Columbia, Canada B.A.(Hons) 1988 Economics, University of Essex, UK Professional Experience Current 2012‐ Professor of Food Policy, John Glenn College of Public Affairs, The Ohio State University Previous 2015 Faculty Fellow, John Glenn College of Public Affairs, Washington DC 2009‐2012 CJ McNutt Professor of Food Marketing, Saint Joseph’s University 2010‐2012 Research Fellow, Pedro Arrupe Center for Business Ethics, SJU 2007‐2012 Visiting Professor, Food Policy Institute, Rutgers University 2006‐2009 Associate Professor, Dept. of Agricultural, Environmental, and Development Economics, OSU 2005‐2009 Courtesy Faculty Member, Dept. of Food Science and Technology, OSU 2007‐2009 Fellow, Farm Foundation 2008 Visiting Professor, The Hebrew University of Jerusalem, Israel 2007‐2008 Senior Research Fellow, Kent Business School, University of Kent, UK 2007 Fellow, Advertising Educational Foundation 2000‐2006 Assistant Professor, Dept. of Agricultural, Environmental, and Development Economics, The Ohio State University 1999‐2000 Assistant Professor, Dept. of Agricultural and Resource Economics, Colorado State University 1999‐2000 Adjunct Assistant Professor, Dept. of Agricultural Economics, Texas A&M University 1997‐1999 Postdoctoral Research Associate, Center for Food Safety, Texas A&M University 1997‐1999 Postdoctoral Research Associate, Dept.
    [Show full text]
  • 7Th International Conference of the Financial Engineering and Banking Society
    7th International Conference of the Financial Engineering and Banking Society 01 June 2017 08:30 - 09:00 Refreshments & delegate pack collection 09:00 - 10:30 Parallel Sessions 1 1. Money and Policy Room: Room 2 - Technology and Innovation Centre (TIC) Chair: Dr G Charles-Cadogan Liquidity and Shadow Banking Authors: Simone Varotto (Henley Business School), Zary Aftab (Henley Business School) Presenters: Zary Aftab (Henley Business School) Is social trading hazardous to your wealth? Authors: Matthias Pelster (Leuphana University), Julia Kapraun (WHU - Otto Beisheim School of Management) Presenters: Matthias Pelster (Leuphana University) 2. Corporate Finance 1 Room: Room 3 - Technology and Innovation Centre (TIC) Chair: Yijun Meng (University of Reading) Effectiveness of Shariah Governance in Double Layer Governance Structure Model Authors: Sofi Mohd Fikri (Graduate School of Management, Universiti Putra Malaysia Islamic Business School Universiti Utara Malaysia ), Mohamed Hisham Yahya (Faculty of Economics and Management, Universiti Putra Malaysia ) Presenters: Sofi Mohd Fikri (Graduate School of Management, Universiti Putra Malaysia Islamic Business School Universiti Utara Malaysia ) Analyst Forecast Error and investor sentiment in cross- sectional returns Authors: Ephraim Clark (Middlesex University), Sina Badreddine (Middlesex University), Oussama Baher (University of sussex) Presenters: Oussama Baher (University of sussex) Older compensation committee members better monitoring: evidence from UK Authors: Yiwei Li (University of Reading
    [Show full text]
  • New Renovated B-School Facilities
    Business School Facilities: Recent Construction and Renovation Institution Name B-school Name Building/Facility Name Activity Year Status University of Calgary Haskayne School of Business Scurfield Hall New Building 1986 Complete University of Cincinnati School of Business Carl H. Lindner Hall New Building 1987 Complete Brock University Faculty of Business Taro Hall New Building 1990 Complete The University of Arizona Eller College of Management McClelland Hall New Building 1992 Complete University of California, Berkeley Haas School of Business Haas School of Business complex New Building 1995 Complete University of California, Los Angeles Anderson School of Management Management Education Complex New Building 1995 Complete Boston University School of Management Rafik B. Hariri Building New Building 1996 Complete Creighton University College of Business College of Business Building Renovation/Expansion 1996 Complete Northern Kentucky University Haile/US Bank College of Business unknown unknown 1996 Complete University of Georgia The Terry College of Business Brooks Hall Renovation/Expansion 1996 Complete William and Rosemary Gallagher University of Montana School of Business Administration Business Building New Building 1996 Complete University of Virginia-Darden Darden Graduate School of Business Saunders Hall New Building 1996 Complete The Arnold and Mabel Beckman Chapman University Argyros School of Business and Economics Business and Technology Hall New Building 1997 Complete Peter F. Drucker & Masatoshi Ito Graduate Claremont Graduate
    [Show full text]
  • Salford Student Becomes Double Gold Medallist at Rio Paralympics Salford Successes a Round up of Our Achievements Throughout the Past Semester
    SPRING 2017 Salford Successes Salford Stories: Supporting Care Leavers Introducing: New Patient Simulation Suites Sport at Salford Work with US Salford student becomes double gold medallist at Rio Paralympics Salford Successes A round up of our achievements throughout the past semester... more detailed information about the zone’s animal life. Their findings have contributed to high-level debate about the potential creation of a Chernobyl nature reserve and garnered a huge amount of press coverage. The judges said that the research project was impressive in the way that it used “ground-breaking radiological methods to explore the impact of nuclear radiation on wildlife in the Chernobyl area”. On collecting the award, Dr Wood said: “I am absolutely delighted. What a journey this has been. To have the opportunity to undertake ecological research in the Chernobyl Exclusion Zone is an amazing privilege. To have the excellence of that research recognised through such a prestigious award is just fantastic. To undertake such work requires excellent Salford wins Research collaboration, with colleagues in the Ukraine, France and in Salford, I clearly accept this Project of the Year award on behalf of all of them. I also want to back of an ambulance transporting patients thank the University of Salford for providing Salford launches new between hospitals to a nightclub in which a such a fantastic environment in which research patient has collapsed. In November, academics from Salford collected the can truly flourish.” Patient Simulation Suites Special ‘touch spots’ on the wall and floor Research Project of the Year award at the esteemed Huge congratulations to Dr Wood can enable patients to interact with the Times Higher Education Awards in London.
    [Show full text]
  • Can Accreditation Help a Leopard Change Its Spots? Social Accountability and Stakeholder Engagement in Business Schools
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Winchester Research Repository Can accreditation help a leopard change its spots? Social accountability and stakeholder engagement in Business Schools Stuart Cooper Accounting and Finance, University of Bristol, Bristol, UK, and Carole Parkes and John Blewitt Aston Business School, Aston University, Birmingham, UK Accounting, Auditing & Accountability Journal Vol. 27 No. 2, 2014 pp. 234- 258 Emerald Group Publishing Limited 0951-3574 DOI 10.1108/AAAJ-07-2012- 01062 Abstract Purpose – Neo-institutional theory suggests that organisations change occurs when institutional contradictions, caused by exogenous and endogenous dynamics, increase over time to the point where change can no longer be resisted. Human praxis will result, but only when sufficiently powerful interests are motivated to act. This paper aims to examine the role that the accreditation of business schools can play in increasing institutional contradictions and hence fostering organisational change towards stakeholder engagement and engagement with social responsibility and sustainability issues. Numerous accreditations are promulgated within the higher education and business school contexts and a number of these relate to, or have aspects that relate to, ethics, social responsibility and sustainability. Design/methodology/approach – The paper first analyses the take up of accreditations across UK business schools and then uses a case study to illustrate and explore stakeholder engagement and changes related to ethics, social responsibility and sustainability linked to accreditation processes. Findings – Accreditations are found to be an increasingly common interest for UK business schools. Further, a number of these accreditations have evolved to incorporate issues related to ethics, social responsibility and sustainability that may cause institutional contradictions and may, therefore, have the potential to foster organisational change.
    [Show full text]
  • 2018 Global Mba Rankings
    2018 GLOBAL MBA RANKINGS Weighting of Data Points (full-time and part-time MBA) he benefits attached to an MBA are well documented: career Quality of Faculty: 34.95 % progression, networking International Diversity: 9.71% opportunities, personal Class Size: 9.71% Tdevelopment, salary... and the list goes on. However, in an increasingly Accreditation: 8.74% Faculty congested market, selecting the right to Student Ratio: 7.76% business school can be difficult, which Price: 5.83% is far from ideal given the time and investment involved. International Exposure: 4.85% Using a ranking system entirely Work Experience: 4.85% *EMBA Weighting: geared and weighted to fact-based Work experience and Professional 4.85% criteria, CEO Magazine aims to cut Development: international diversity are adjusted accordingly. through the noise and provide potential Gender Parity: 4.85% **Online MBA Weighting: students with a performance benchmark Delivery methods: 3.8% Delivery mode and class for those schools under review. 0 % 5 % 10 % 15 % 20 % 25 % 30 % 35 % size are removed. NORTH AMERICAN MBA RANKINGS TIER ONE American University: Kogod Saint Mary's College of California Appalachian State University Seattle University: Albers Auburn University: Harbert Suffolk University Bentley University: McCallum Temple University: Fox Boston University: Questrom Texas A&M University- College Station: Mays Bryant University Texas Christian University: Neeley California State University- Chico University of Akron California State University- Long Beach University of Alberta
    [Show full text]
  • 2020 GLOBAL MBA RANKINGS He Benefits Attached to an MBA Weighting of Data Points (Full-Time and Part-Time MBA)
    2020 GLOBAL MBA RANKINGS he benefits attached to an MBA Weighting of Data Points (full-time and part-time MBA) are well documented: career Quality of Faculty: 34.95 % progression, networking International Diversity: 9.71% opportunities, personal Tdevelopment, salary... and the list Class Size: 9.71% goes on. However, in an increasingly Accreditation: 8.74% congested market, selecting the right Faculty business school can be difficult, which to Student Ratio: 7.76% is far from ideal given the time and Price: 5.83% investment involved. International Exposure: 4.85% Using a ranking system entirely geared and weighted to fact-based Work Experience: 4.85% *EMBA Weighting: Professional Work experience and criteria, CEO Magazine aims to cut Development: 4.85% international diversity are through the noise and provide potential adjusted accordingly. Gender Parity: 4.85% students with a performance benchmark **Online MBA Weighting: Delivery methods: 3.8% for those schools under review. Delivery mode and class 0 % 5 % 10 % 15 % 20 % 25 % 30 % 35 % size are removed. GLOBAL MBA RANKINGS TIER ONE Business School Country Business School Country AIX Marseille Graduate School of Management Monaco Emlyon Business School France American University: Kogod North America ESADE Business School Spain Appalachian State University* North America EU Business School Germany, Spain Ashland University North America and Switzerland Aston Business School UK Florida International University North America Auburn University: Harbert North America Fordham University North
    [Show full text]
  • 44Th Academy of International Business (UK & Ireland Chapter
    44th Academy of International Business (UK & Ireland Chapter) and 6th Reading International Business Conference Contemporary Issues in International Business: Are we seeing the tail-end of globalization? 6-8 April 2017 Henley Business School, University of Reading 1 Program Overview Last update: Friday, March 17, 2017 Thursday, 6 April 12:00 AIB UK&I Executive Meeting (Executive Committee members only) - HBS, G04 15:00 14:00 Conference registration desk opens Guests are invited to collect their badges and delegate packs. Delegates who have registered to present a poster are invited to affix it to the poster boards provided ICMA Centre, New Atrium 16:45 Conference bus departs from the Penta Hotel, Reading Guests travelling independently, please see travel and transportation section in this booklet 17:00 Conference bus departs from the Reading Station, bus stop EJ Guests travelling independently, please see travel and transportation section in this booklet 15:00 Doctoral Colloquium - Doctoral Session Doctoral Session Doctoral Session Doctoral Session Doctoral Session Doctoral Session 17:00 A1: Emerging A2: Conflict and A3: Institutions A4: Networks and A5: Multinational A6: International Markets Multinational and Political Ties Enterprises HRM and SME HBS, G10 Enterprises Capital HBS, G03 HBS, G04 exporting Chair: Peter J. Buckley HBS, 108 HBS, 208 Chair: Sharon Chair: Keith HBS, 201 Panellist: Frank Chair: Nigel Driffield Chair: Jim Love Patricia Loane Brouthers Chair: Vijay Edward McDonald, Shaowei He Panellist: Roger Panellist: Quyen
    [Show full text]
  • Financial Fragmentation and Challenges for Smes' Financing
    Workshop on Financial Fragmentation and Challenges for SMEs’ Financing Essex Business School 3rd July 2019 Workshop Organizers Claudia Girardone, Essex Business School, UK Raffaella Calabrese, University of Edinburgh, Business School, UK Alex Sclip, University of Modena and Reggio Emilia, Italy Scientific Committee Jerry Coakley, Essex Business School Udichibarna Bose, Essex Business School Jose Linares Zegarra, Essex Business School Stefano Filomeni, Essex Business School Notes on Speakers Lucy Brine has been the Area Director for SME since November 2015. Her team comprises of 8 Relationship Managers who look after a portfolio of c.2400 SME clients across Essex and the surrounding counties. Lucy has a special Interest in Education and Healthcare clients although her client base includes a wide range of clients including Manufactures, Professionals and property Developers. She has over 20 years’ experience in banking having studied to Post Grad level in Financial Advice and Retail Banking. Lucy is also a passionate supporter of Emerging Talent and creating a culture to enables people to be themselves at work, having worked closely with the Commercial Graduate scheme and The Inclusion and Diversity strategy for Commercial Banking as well as being trained as a Mental Health Advocate for the bank. She has also supported local community programmes including Financial Awareness for young people and apprentices. Barbara Casu is the Director of the Centre for Banking Research at Cass Business School. She is also the Course Director for the Executive PhD at Cass. Her main research interests are in empirical banking, financial regulation, structured finance, and corporate governance. Barbara has published widely, with over 40 publications in peer reviewed Journals.
    [Show full text]