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Purpose - In the future, the legitimacy of business schools will no longer be in question, nor will their vocation to participate in training the Elite (especially of companies) alongside institutes which, in various countries, train top Civil Servants. But this context, which dominant positions always provoke, should not encourage complacency. On the contrary, it should invite reflection on the weaknesses of the institutions in question. Aims to discuss this issue. Design/methodology/approach - Some major new trends in management education are questioned (the use of new information technologies, an initiation to management starting at a much earlier stage of the education track, a different way to grasp the use of case studies). Findings - This paper is an analysis of the functions of business schools and management faculties in universities. It leads one to observe that they appear above all as places busy "reproducing" or "miming" reality. Where science faculties describe, management teaching establishments imitate. Originality/value - This paper is dedicated not only to stressing the pedagogic dangers that new trends in management education imply, but also to explaining what major change it could induce. [ABSTRACT FROM AUTHOR]

Purpose - This paper seeks to argue that global management should be considered by practitioners, educators, regulators and society at large as a true professional discipline. While in its current form it may not meet all the defining criteria of a profession, true professionalism is the best guiding principle as progress is made. Design/methodology/approach - The paper reviews recent critiques of management education, synthesizes the generally agreed criteria of a profession, and applies that framework to the case of management. Findings - Global management needs to further develop a body of knowledge that is both theoretically grounded and instrumental for practice; it needs to raise the bar in terms of professional qualification through existing accrediting bodies; and it needs to articulate and formally adopt a set of core values and principles of conduct, determining how it serves the broader interest of society. Originality/value - It is important that all key actors assume true professionalism as a guiding principle for the future. The challenges ahead need to consider the ongoing construction of a solid body of knowledge, the revision of MBA degree requirements and the establishment of a set of core transcendental values that should guide professional practice. Academic institutions and practising executives alike must share a commitment to building a global management knowledge base that will not only improve the quality of management practice, but also earn management its professional status. [ABSTRACT FROM AUTHOR]

Purpose - To provide insight into the relevant factors for faculty recruitment and retention that can help leadership of business schools to design and implement a tailored policy to recruit and retain academic talent in a highly competitive and international market. Design/methodology/approach - Two surveys were sent out in parallel to deans/directors and faculty of 181 European business schools. A total of 42 important factors were selected and ranked in order of importance for both recruitment and retention of academic talent. In addition the faculty were asked to indicate to what extent they are satisfied with each of the factors in their current situation. Deans/directors were asked to indicate to what extent they felt able to influence each of the factors. Findings - Factors of crucial importance for recruitment and retention were identified, both from the deans and from the faculty perspective. Perception gaps occurred between deans and faculty, as well as satisfaction gaps on important factors: this led to the identification of interesting policy problems and opportunities. Segmentation of the sample facilitated the demonstration of differences in perception between groups of faculty according to gender, age and rank, and between groups of schools according to legal structure, orientation, enrolment, and accreditation status. Research limitations/implications - Deans/directors of 69 European schools and 350 faculty members in 12 countries completed the survey. The database could be further enlarged to make more detailed analysis possible. Expanding the research to include schools of other continents would enable one to analyse cross-continent differences between business schools. Practical implications - The developed framework and the data provide an excellent opportunity for business schools' leadership to analyze the effectiveness of its policy and benchmark the school against a selected peer group. Originality/value - The survey and the developed framework for analysis are unique and, in this form, have never been done before. The value of the paper is that it presents unique evidence on important factors crucial to faculty management. [ABSTRACT FROM AUTHOR]

Purpose - To share some key strategic paradigms for business schools with leading educators, academic administrators and executives. Design/methodology/approach - The article is normative. The normative propositions and conclusions are drawn from the research done for the author's monograph New Vision for Management Education: Leadership Challenges. A number of case studies are reported, as well as an inductive study of IMD. Findings - There is a need to focus on growth niches, such as executive education rather than MBA, undergraduate or PhD education. Research limitations/implications - Limitations include the lack of a large-scale database established from rigorously compiled survey data, and the lack of parametric/non-parametric statistical analysis. Practical implications - Leading business schools must be demand-oriented, must listen to customers-cum-executives and corporations, should undertake research that points towards thought leadership, and should work with the business world through lifelong learning networks. Originality/value - The article draws on IMD's strategy, implicitly and explicitly, and builds on experiences tried out there. IMD's strategy is unique. The paper also reports on unique, new thinking on strategy-setting and key priorities for business schools and academic institutions. [ABSTRACT FROM AUTHOR]

Purpose - Aims to explore the future challenges and opportunities for business schools. Design/methodology/approach - Reviews the existing situation for business schools, and draws inferences for the future. Findings - In rapidly developing markets the traditional business school model will most likely survive, assuming that it can be scaled up successfully to meet strong but standard demand for management education. In mature countries it will have to evolve to satisfy a more complex environment with peculiar demands from both students and their employers. Originality/value - In mature markets, top business schools will either transform themselves to meet those demands or cede some of the terrain to alternative providers of business education. [ABSTRACT FROM AUTHOR]