Global mimicry : putting strategic choice back on the business school agenda
Wilson, David C. (David Charles), 1951- and McKiernan, Peter. (2011) Global mimicry : putting strategic choice back on the business school agenda. British Journal of Management, Vol.22 (No.3). pp. 457-469. ISSN 1045-3172Full text not available from this repository.
Official URL: http://dx.doi.org/10.1111/j.1467-8551.2011.00765.x...
Business schools(1) are subject to strong institutional pressures. In this paper we examine university-based business schools in the UK. We argue that the result of such pressures has been to render business schools isomorphic in a number of ways and to diminish the potential voice of business school research in social and economic issues. We detail the range of institutional pressures and then suggest that schools have choices in the ways they might adapt their strategies to counter normative, coercive and mimetic pressures. Drawing on Oliver's notion of strategic behaviours, we suggest that business schools should adopt a wider scholarly lens and turn its theoretical perspectives and empirical research toward 'big' social and economic questions. The difficulties, advantages and implications of changing strategic behaviours are discussed.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HF Commerce
L Education > LC Special aspects of education
|Divisions:||Faculty of Social Sciences > Centre for the Study of Globalisation and Regionalisation
Faculty of Social Sciences > Sociology
Faculty of Social Sciences > Warwick Business School
|Library of Congress Subject Headings (LCSH):||Business schools -- Great Britain, Business education, AACSB—the International Association for Management Education|
|Journal or Publication Title:||British Journal of Management|
|Publisher:||Wiley-Blackwell Publishing Ltd.|
|Page Range:||pp. 457-469|
AACSB (2007). ‘Final report of the AACSB International:
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