Redesigning Management Education and Research
Show Less

Redesigning Management Education and Research

Challenging Proposals from European Scholars

Edited by Stephanie Dameron and Thomas Durand

The field of management education and research has become an industry of its own – an industry with fierce international competition in a global arena. Here, the authors argue that a series of mechanisms has led to mimicking and thus strategic convergence among business schools. The authors further argue that this has resulted in a loss of relevance and diversity of the management knowledge produced and taught in a multipolar world. They view this as counterproductive to business schools, students, firms, societies and other stakeholders, including scholars themselves.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 6: Building More Sustainable and Responsible Firms: Proposals for a Science of Acceptable Design

Alain Charles Martinet and Marielle Audrey Payaud


Alain Charles Martinet and Marielle Audrey Payaud Business policy teaching is 100 years old. Strategic management research is 50 years old. The business policy raison d’être was to be reflexive, integrative and synthetical. Born in the 1960s as a research field, strategic management is now, in its mainstream, coloured by analysis, causal explanation, statistical validation, general micro-relations searching and prescription avoidance. In the same period and especially over the last 15 years, there have been an ever growing number of studies and guidelines concerning corporate governance (CG). Whether their focus has been on financial or accounting scandals, self-dealt fat-cat pay cheques, bursting stock market bubbles or even heightened social or ecological concerns, the various suggestions have often boiled down to a series of static, technical measures for the structuring, make-up and running of boards, along the lines of the theory of agency. As a result, business policy looks as though it is lost in translation and divided into two separate fields. On the one hand, there is strategic management sensu stricto, which seemed until recently not very interested in governance; on the other hand, there is the corporate governance mainstream, which pays some attention to making explicit the strategic implications of its recommendations and, more generally, the established findings of strategic management research. This chapter aims at showing how it is crucial to re-link these when it comes to establishing corporate governance and to regenerate general business policy in both research and education programmes. It can be seen as...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.