The Harvard Business School story: Avoiding knowledge by being relevant
UNSPECIFIED (2004) The Harvard Business School story: Avoiding knowledge by being relevant. In: Conference on Re-Organizing Knowledge Transforming Institutions, Amherst, MA, SEP 17-19, 1999. Published in: ORGANIZATION, 11 (2). pp. 211-231.Full text not available from this repository.
Official URL: http://dx.doi.org/10.1177/135058404041614
Almost a hundred years after its foundation, the Harvard Business School (HBS) continues to represent the epitome of general management knowledge. As an academic organization, it is both idiosyncratic and conventional; as an institution, it is admired for its position, longevity and power. This paper investigates institutional mechanisms that have allowed HBS to organize around a particular set of values and beliefs, which may account for its privileged standing. We argue that a complex institution like Harvard is mirrored somewhat in the written text it produces, the case and the case method, which can be deconstructed by "reading" the resulting predicaments in sustaining such a model of knowledge. What is produced at the HBS is specific to its own organizational structure but intrinsically linked through the notion of relevance to three business ideologies: managerialism, institutionalism and American capitalism. The case method as organizational artifact and methodological tool provides a basis for understanding these general institutional dynamics as a limit to HBS's ability to change.
|Item Type:||Conference Item (UNSPECIFIED)|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Journal or Publication Title:||ORGANIZATION|
|Publisher:||SAGE PUBLICATIONS LTD|
|Official Date:||March 2004|
|Number of Pages:||21|
|Page Range:||pp. 211-231|
|Title of Event:||Conference on Re-Organizing Knowledge Transforming Institutions|
|Location of Event:||Amherst, MA|
|Date(s) of Event:||SEP 17-19, 1999|
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