A Learning Alliance between Business and Business Schools: Executive Education as a Platform for Partnership

See Cheit Earl F. , “Business Schools and Their Critics,” California Management Review, 27/3 (Spring 1985): 43–62; and Leavitt Harold J. , “Educating Our MBAs: On Teaching What We Haven't Taught,” California Management Review, 31/3 (Spring 1989): 38–50. For a review of the debate on the overall role of business schools not only in training MBAs but also in the domains of research and executive education, see Porter Lyman W. McKibbin Lawrence E. , Management Education and Development: Drift or Thrust into the 21st Century? (New York, NY: McGraw-Hill, 1988).

Miles Raymond E. , “The Future of Business Education,” California Management Review, 27/3 (Spring 1985).

Porter Lawrence , op. cit.

See, for example, Mintzberg H. , “Strategy Making in Three Modes,” California Management Review, (1977): 44–53; and Mitroff I.I. Emshoff J.R. , “On Strategic Assumption-Making: A Dialectical Approach to Policy and Planning,” Academy of Management Review, 4 (1979): 1–12.

Prahalad C.K. Hamel Gary , “Core Competence of the Corporation,” Harvard Business Review (May/June 1990).

Bartlett C.A. Ghoshal S. , Managing Across Borders: The Transnational Solution (Boston, MA: Harvard Business School Press, 1989).

While the model, as presented, was a product of ongoing discussions among Professors Tadao Kagono of Kobe University, Paul Evans of INSEAD, and Sumantra Ghoshal, INSEAD's program director for AIMS, it is grounded in a large body of academic work on research and learning methodologies. Induction and application (deduction) are common research and teaching processes. Reflection, however, is rarely accorded that status, at least in the West, where efforts over the last four decades have largely focused on making the study of management as “science-like” as possible.

See Schon D.A. , The Reflective Practitioner: How Professionals Think in Action (London: Temple Smith, 1983).

See Mitroff Emshoff , op. cit.

Argyris C. Schon D.A. , Organizational Learning: A Theory of Action Perspective (Reading, MA: Addison-Wesley, 1978).

See Schon , op. cit., particularly Chapter 2.

Mintzberg H. , “An Emerging Strategy of “Direct” Research,” Administrative Science Quarterly, 24 (1979): 582–589.

Hussey David , “Implementing Strategy Through Management Education and Training,” in Hussey D.E. , ed., International Review of Strategic Management, (London: John Wiley and Sons, 1991).

See Beer M. , The Critical Path to Corporate Renewal (Boston, MA: Harvard Business School Press, 1990).

See Nonaka I. , “Toward Middle-Up-Down Management: Accelerating Information Creation,” Sloan Management Review (Spring 1988), pp. 9–18.

See, for example, Behrman J.N. Levin R.I. , “Are Business Schools Doing Their Job?” Harvard Business Review, (January/February 1984), pp. 140–147: And Porter McKibbin , op. cit.