Warwick Business School Press Pack
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The Business School and the Bottom Line Ken Starkey and Nick Tiratsoo Index More Information
Cambridge University Press 978-0-521-86511-1 - The Business School and the Bottom Line Ken Starkey and Nick Tiratsoo Index More information Index AACSB (American Assembly of Collegiate Africa, business education and management Schools of Business) 21 18, 19, 218 fostering diversity 40 agora (knowledge space), future model for history of 36–9 business schools 211–24 mission linked approach 41 AIESEC 33 AACSB International alumni networks 56–7 business doctorate figures 209 AMBA (Association of MBAs) 33 competitive advantage of accreditation 63 accredited business schools 39 current number of business programmes competitive advantage of accreditation 63 79 evaluation procedure 41–2 ethical and legal provision in curricula 80, history of 36, 37–9 81–2 influence on business school curricula influence on business school curricula 100–1 100–2 American business model (ABM), criticisms influence on research in business schools of 215 117 search for alternatives 215–19 list of accredited business schools 38 American business school model 8–10 relevance of business school research alternatives to 10 129 see also diffusion of the American model report on faculty salaries 51 American capitalism, fixation on short-term view on business school research 123 profit 9 ABS (Association of Business Schools) 33 American controversies over business Academy of Management 67, 123–4, 210–11 schools 20–3 accreditation Amos Tuck School of Business competitive advantage 63 Administration 104 ethical and legal provision in curricula 80, Ankers, Paul 127–8 81–2 Arnold, -
Ibmec São Paulo in Numbers
Ibmec São Paulo in numbers Rua Quatá, 300 - Vila Olímpia São Paulo - SP - Brazil 04546-042 Total revenue - 2004 to 2007 Financial indicators (thousand reais) 2004 2005 2006 2007 Annual Report (thousand reais)* Tel 55 11 4504-2400 Gross revenue 38,131 47,828 62,601 69,382 www.ibmecsp.edu.br 69,382 62,601 [email protected] Direct expenses 18,360 21,259 24,625 25,952 47,828 Operational margin 16,163 21,945 31,988 36,992 38,131 Indirect expenses 5,763 7,594 10,580 11,508 General and institutional expenses 5,834 9,669 13,374 15,095 Administrative surplus 4,896 7,666 11,099 14,452 Cash position 5,328 12,305 17,656 32,216 2004 2005 2006 2007 (end of period) Scholarship fund (3) 2,138 2,178 2,260 (end of period) Investiments - Total 1,115 10,768 15,028 4,229 Donations - Scholarship fund - 2,089 314 140 2007 Donations - Other - 8,725 1,740 - Revenues in 2007 Donations - Total - 10,814 2,054 140 (*) Administrative View, not considering accounting adjustments New group of accounts, adopted in 2006 Monitoring of goals - 2007 47% | Executive Graduate Programs Description Goal Accomplished % Variation 35% | Undergraduate Managerial surplus (R$ 000) 9,700 10,272 5.89 13% | Executive Education Managerial surplus / Total revenues (%) 14.5 14.8 2.10 3% | Professional Masters 2% | Distance Learning New students in graduate programs 1,220 1,268 3.93 Ibmec São Paulo in numbers Rua Quatá, 300 - Vila Olímpia São Paulo - SP - Brazil 04546-042 Total revenue - 2004 to 2007 Financial indicators (thousand reais) 2004 2005 2006 2007 Annual Report (thousand reais)* -
January 2015
January 2015 Published by the Executive MBA Council © 2015 Executive MBA Council All Rights Reserved Vision To be the preeminent global voice of the Executive MBA industry by increasing the scope of influence of EMBAC, its members, and the EMBA industry by offering relevant content and thinking that serves key constituents and stakeholders. Mission As the academic association that represents the Executive MBA, EMBAC is uniquely positioned to serve as the industry voice globally. EMBAC’s mission is to advance the cause of EMBA Programs by providing necessary thought leadership, serving as a facilitator of best practice sharing and knowledge dissemination, and fostering a community among high-quality programs. Update your directory anytime Change your email? Hire a new administrator? You can update your program’s online directory listing anytime. Accurate directory information drives the search feature on the council's prospective student website, http://www.executivemba.org. Prospective students can search the directory for program information as well as to contact programs. A current listing also ensures that you and your staff receive Executive MBA Council communications It’s easy to update your program information: Log onto your School Portal at: www.embac.org/myschoolportal If you need assistance with your login information, please use the Password Recovery link: http://embaportal.perceptresearch.com/Security/PasswordRecovery.aspx Go to the Directory Management menu Select Update Contact Info/Photos Update your information Select "Next" to save your changes on each page To ensure confidentiality, Executive MBA council research partner, Percept Research, maintains your School Portal and shares only information that is denoted as public in the Program Survey. -
Healthcare Management & Services Research
Healthcare Management & Services Research Incubator Sponsored by the Warwick Business School, Cass Business School and BMJ Leader Location: WBS London (The Shard, SE1 9SG) Date & Time: 9am – 3pm on December 12th 2019 The purpose of the incubator is to help people develop and advance research ideas, with an eventual aim towards publication and communication with broader audiences. The incubator is designed to be inter‐disciplinary, engaging with clinicians and clinical researchers, social scientists, management researchers and more. We believe that research can best facilitate improvement in healthcare systems when it is inter‐disciplinary, and when researchers rooted in one research community or disciplinary perspective are exposed to other research traditions in a way that enables them to communicate their work across boundaries. The incubator is co‐organized by Warwick Business School, City, University of London's Centre for Health Innovation Research, Faculty of Medical Leadership and Management, and BMJ Leader. Plenary speaker: Sara J. Singer, Professor of Medicine and of Organizational Behaviour, Stanford University Mentors: Amit Nigam (Cass Business School, UK) Angela Aristidou (Warwick Business School, UK) Davide Nicolini (Warwick Business School, UK) Nicola Burgess (Warwick Business School, UK) Harry Scarbrough (Cass Business School, UK) Giulia Cappellaro (Bocconi University, Italy) Charitini Stavropoulou (City, University of London, UK) Agenda Thursday, December 12th WBS London campus: 17th floor of The Shard, 32 London Bridge Street, London, SE1 9SG 9:00 Registration and welcome coffee 9:30‐ Welcome and overview of the day from Angela Aristidou (WBS) and Amit Nigam 9:45 (Cass Business School) 9:45‐ Academic ice‐breaker 10:00 We expect most participants to know very little about one another, and this exercise will help you learn more about the other participants, and perhaps discover common research interests. -
University of Strathclyde February 2014 Executive Summary
Review of UK Transnational Education in the United Arab Emirates: University of Strathclyde February 2014 Executive summary The University of Strathclyde (the University) has run its Master of Business Administration (MBA) programme in Dubai since 1995 and in Abu Dhabi since 2005. Within the Strathclyde Business School the MBA programme is run on an effective global basis in the UK and nine local centres, including two in the United Arab Emirates (UAE). Around 25 to 30 students are recruited twice a year in each centre for the programme, which can be completed in two years. In the UAE, the University has federal accreditation from the Commission for Academic Accreditation, which allows it to operate outside the free trade zones. It has a partnership with the Higher Colleges of Technology, the largest federal higher education institute in the UAE, which provides facilities and some further support but is not involved in recruiting students or delivering learning. The partnership is a variant of the University's normal contract with a local partner and has provided a basis for delivery of the MBA for many years. While three master's programmes have been accredited in addition to the MBA, these have not attracted sufficient students to be viable. Core teaching is done by the University faculty who work globally and is delivered through intensive seminars and workshops, typically in two-day blocks. Global coordinators based in the UK and UAE manage the curriculum and teaching of subject areas. This is supported by local counsellors in each subject area who run tutorials and complete first-marking of student assessments. -
Sharing Information on Progress Report
PRME Sharing Information on Progress Report April 2020 Principles for Responsible Management Education Newcastle University Business School Sharing Information on Progress 2018-19 Our Renewed Commitment to the PRME Message from the School Director As we are celebrating a decade since our Newcastle University Business School (NUBS) joined PRME, and six years since we became members of the PRME UK and Ireland Chapter, on behalf of all of us at NUBS, I am delighted to reaffirm the School’s commitment to PRME. In our fifth Sharing Information on Progress (SIP) Report for 2018 to date, submitted here, you will find a collection of highlights from our latest PRME journey – with its successes, challenges, learnings and aspirations. This moment gives us all an opportunity to reflect on where we have been, what we have done, and whereto we wish to proceed. Since our previous PRME review, the world has been changing faster than we could imagine. New challenges have unsettled our increasingly complex world, in unprecedented ways. The AI Revolution is challenging the future of work, anthropogenic climate change is challenging our plans for sustainability, and new global epidemics (such as COVID-19) are challenging our capacity for systemic coordination and responsiveness. All of these call for responsible management and ethical leadership more than ever before, at the highest levels of cooperation humankind can achieve. It has become clear that we need better understandings of human and social behaviours, more responsible innovation and application of technology, and more effective collective action for social change. In this turbulent context, our School’s vision, mission, values and strategic goals also acquire new meaning. -
AMBA Accreditation Guidance for Business Schools
AMBA Accreditation Guidance for Business Schools Edition: November 2020 AMBA Accreditation Guidance for Business Schools Contents Page INTRODUCTION 3 SECTION 1: CORE PRINCIPLES OF AMBA ACCREDITATION 5 1.1 Rationale 5 1.2 Guiding principles 5 SECTION 2: ACCREDITATION PROCESS 6-15 2.1 New Schools 6 2.2 Re-Accreditation 9 2.3 Advanced Accreditation 11 2.4 The Accreditation Visit 13 2.5 Accreditation Outcomes 13 2.6 Finalising the Accreditation 14 2.7 Appeals 15 2.8 Re-application 15 2.9 Payments 15 2.10 Timescales 15 SECTION 3: MAINTAINING YOUR RELATIONSHIP WITH AMBA 16-17 3.1 Promoting your AMBA Accreditation 16 3.2 Business School Services 16 APPENDICES 18-38 1. IAAB Membership 18 2. AMBA Accreditation Process 19 3. Example Letter of Intent 20 4. 4a) AMBA Accreditation Assessment Fees - New Schools 21 4b) AMBA Accreditation Assessment Fees – Re-accreditation 23 5. Accreditation Visit – Additional Fee Information 24 6. IAAB Eligibility Committee Membership 25 7. IAAB Endorsement Committee Membership 26 8. AMBA Endorsement Process 27 9. AMBA Accreditation Panel Visit – Agendas 28-33 9a) MBA Assessment Agenda 28 9b) MBA/MBM Joint Assessment Agenda 29 9c) MBA/DBA Joint Assessment Agenda 30 9d) MBA/MBM/DBA Joint Assessment Agenda 31 9e) MBA Advanced Accreditation Agenda 33 10. AMBA Base Room Requirements 34 11. AMBA Appeals Process 37 12. Timeframes 38 This document was last updated in November 2020 2 AMBA Accreditation Guidance for Business Schools Introduction Spearheading excellence and trailblazing innovation, for more than 50 years AMBA has been the impartial authority on postgraduate management education. -
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 -
Rising to Real World Challenges – from the Lab to Changing Lives
The Universities of the West Midlands. Rising to real world challenges – from the lab to changing lives. 1 Rising to real world challenges – from the lab to changing lives How the Universities of the West Midlands are coming together to realise the grand challenges facing the UK and the world Introduction Universities are economic engines contributing £2.9 billion GVA to the West Midlands and creating 55,000 jobs (directly and indirectly) across all skills levels. While many are recognised for their impact in talent and innovation generated through teaching and research, it can be difficult to understand the link between the work happening in their institutions and how it will affect everyday lives. The Universities of the West Midlands – Aston University, Birmingham City University, Coventry University, University of Birmingham, University of Warwick and the University of Wolverhampton – have come together to demonstrate how they are making their mark by rising to the grand challenges set out by the Government. Addressing these challenges will improve people’s lives and influence productivity. The Universities are providing life-changing solutions to make us healthier, wealthier and more productive. Their research and development reaches far beyond the laboratory and lecture theatre, creating real-world solutions to the grand challenges. Each university makes a unique contribution to specialist sectors within the West Midlands’ economy. It is their collective strength that makes the region distinctive in its ability to accelerate business growth and innovation. 2 The West Midlands Local Industrial Strategy Building on the strengths and research specialisms of its universities, the West Midlands is set to unveil a trailblazing Local Industrial Strategy. -
Full-Time MBA Talent Book 2021
Full-time MBA Talent Book 2021 For the Change Makers Full-time MBA For the Global Citizens Warwick Business School’s vision is to be Europe’s leading University-based business school, developing transformational ideas and people that shape how we do business. We challenge and motivate all of our students to unlock their full potential and achieve their ambitions. Our MBA students Warwick MBA students come to study with us Our transformative research seeks to lead from all over the world and are shaped by our debate and create impact and this underpins CORE values: Curiosity, Openness, Restlessness, our teaching, helping to develop inquisitive and and Excellence. With our challenging and entrepreneurial minds that will make a positive innovative learning culture, world-class teaching, contribution to your organisation. practical skill development, and personalised We are also one of the few institutions to offer careers support, our students are prepared for an assessed module in Leadership, designed success in their future careers. to help our students develop the all-important Our students learn from some of the world’s skills required in today’s challenging business leading academics alongside senior business environment. Alongside this, we offer our people who join us as Professors of Practice and students practical experiences in which they can share their knowledge from years of board-level apply their learning. Your organisation could experience. work with our students on group or individual consultancy projects or you could employ our students as permanent appointments. Class profile 2020-21 We carefully select each cohort to ensure diversity in terms of 32 33 60/40 gender, country of origin, Average age Countries Male/female work experience and of participants represented split industry sector. -
Annual Report 2015
20Annual Report Working together for better global management Meet the15 Class of 2014 Table of contents Message from the Dean 03 Governance 04 Accreditations and recognitions 05 Educational activities in 2015 07 • Master of Business Administration (MBA): The MaastrichtMBA 07 • Master in Management (MM) 08 • Master of Science in Management and Engineering (MME) 09 • Doctor of Business Administration 10 • Global Education Programs 12 • New partnerships in 2015 17 • Education innovations in 2015 19 • Maastricht Graduation 2015 20 Maastricht School of Management’s MEUSE-Institute 21 • Applied Research and Policy Advocacy 22 20 • Research projects and events in 2015 - Highlights 24 • Publications in 2015 28 • New Books 29 • Capacity Development and Consulting Services in 2015 30 • Executive education 33 Alumni: a vibrant MSM community 36 Other events and initiatives in 2015 38 Forward to 2016 40 List of publications in 2015 41 • Journal papers 41 • Books and chapters books 42 • MSM Working papers 43 Message from the Dean Maastricht School of Management is • During 2015, 584 students graduated from our various education programs, both in an innovative, research-driven and Maastricht (165 students) and in 12 partner locations around the world (419 students). development-focused business school • The first student from the MSM-RWTH Aachen program (MSc in Management and that is located in Europe yet present in Engineering in Production Systems Engineering) graduated on 29 May 2015 in Aachen. the world. In 2015 we continued in our • The first students from the MSM-ADA Executive MBA program in Azerbaijan graduated 63-year old tradition of bringing to our on 3 September 2015 in Maastricht. -
Jeremy Warwick Moon Curriculum Vitae
Jeremy Warwick Moon Curriculum Vitae Department of Management, Society & Communication Copenhagen Business School Dalgas Have, 15 2000 Frederiksberg Denmark +45 3815 3231 [email protected] orcid.org/0000-0002-8235-899 POSITIONS HELD Present 2019 Chair of Sustainability Governance Director, CBS Centre for Sustainability Previous 2014 – 2019 Velux Professor of Corporate Sustainability Copenhagen Business School 2002 – 2014 Professor and Director International Centre for Corporate Social Responsibility Nottingham University Business School 2004 – 2010 Deputy Dean Nottingham University Business School 2000 – 2001 Head of School of Law, Governance & Information Management University of North London 1998 - 2000 Chair, Department of Political Science University of Western Australia 1985 – 1998 Lecturer, Senior Lecturer, Associate Professor Department of Political Science University of Western Australia 1982 - 1985 Post-doctoral Research Fellow, Department of Government University of Strathclyde 1981- 1982 Lecturer, Department of Politics University of Keele VISITING POSITIONS 2019 International Visiting Fellow RMIT, Melbourne 2013 Gourlay Chair in Business Ethics, Trinity College University of Melbourne (stipendiary) 2000 – 2001 Hallsworth Visiting Professor, Department of Government University of Manchester (stipendiary) Jan - June Visitor, Institute for Advanced Studies 2000 Princeton Oct – Dec By-Fellow, Churchill College and Visiting Lecturer in Social & Political 1997 Theory University of Cambridge (allowances) 1992 Visiting Professor, Department