strategic leadership in the business school

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Strategic Leadership in the Business School

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Strategic Leadership

in the Business SchoolK O S A

ernando ragueiro

howard Thomas


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To Lynne and the Thomas family, who are Howards

foundation and who light up Howards life.

To Carlos Cavall of IESE, the dean of deans, who has been

an indispensable mentor to Fernando and a long-standing

friend to both of us.


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vii

Contents

List o fgures page viii

List o tables ix

Preace xi

Acknowledgements xiv

Introduction Global fnancial crisis: uture challengesor strategic leadership, deans and business schools 1

1 The business school landscape: trends and dilemmas 13

2 Business schools as proessional organisations

(proessional service frms) 55

3 The leadership process in business schools 93

4 Strategic leadership in practice: leading the

strategic process in three top business schools 129

5 Strategic leadership in practice: the role o the dean 173

6 Learning rom the trenches: personal reections

on deanship 209

Reerences 249

Index 261


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viii

1.1 Dierentiation actors page 24

2.1 Dynamic between key eatures in the context

o proessionals, PSFs and clients 73

2.2 The main leadership challenges or PSFs within

the scope o the inner and outer contexts 92

3.1 Alvessons scheme o leadership tasks 96

3.2 Business schools core drivers 100

3.3 SLPs extended contextual ramework 110

3.4 SLPs core contextual ramework 113

3.5 A political approach to organisations 118

3.6 A political approach to SLPs 123

3.7 Leadership process dynamics 124

4.1 IMDs revenue growth, 19902004 145

5.1 A contextual ramework or understanding SLPs

at business schools 174

5.2 A political approach to strategic leadership 185

5.3 A comprehensive and dynamic approach to SLPs 187

6.1 IAE Business School milestones, 19782008 212

6.2 Infation rates in Argentina and Latin America,

19952007 213

6.3 GDP growth rates in Argentina and Latin

America, 19952007 214

6.4 Alignment o university and WBS visions or

200815 244

Figures


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x

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ch 34

1.5 Financial Times rnkng M.B.A. prgrmm,

19992005 40

1.6 Rv prrmnc US nd EU un ch 42

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rmn prc 58

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4.3 IMD vun, 19902004 136

4.4 INSEAD vun, 19902004 149

4.5 BS vun, 19902004 162

5.1 Brkhrugh nd ncrmn rgc nv

dvd IMD, INSEAD nd BS, 19902004 188

5.2 Cmmn u gmn prn r

rkhrugh nv hrd y hr ch 190

Tables


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x List o tables

5.3 Cmmn pwr mn prn r

rkhrugh nv hrd y hr ch 194

6.1 Ky pyr nd vn n h dvpmn WBS,

200010 236


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Preacex

Link: between these US/EU businessschools, there are similarorganisational features: theseposition business schools asprofessional service firms orknowledge-intensive firms.

However, these PSF characteristicspresent a particularly complexchallenge to the leadership andstrategic management of businessschools.

Link: leading business schools haveset about becoming international

(global) leaders (Chapter 1); whatdoes the process of internationalisationlook like in three of the leadingEuropean schools as they attacktop ten places in the rankings?

Link: given the unique and variednature of business schools and theirtop ten aspirations (Chapters 1 and 2)what is the role of the dean in the

internationalisation of these threeleading schools?

Link: provides further insights intostrategic leadership from the personalviewpoint of the authors experiencesas dean; WBS is a strong contrast toIAE as a publicly funded school.

Link: given the current criticisms of

business schools and their role, theintroduction identifies potentiallyevolutionary patterns for businessschools and leadership.

The introduction, Global financial crisis: futurechallenges for strategic leadership, deans

and business schools, examines the impact ofthe global financial crisis and the opportunity itprovides for deans and university leaders to create

a new model for business schools and managementeducation.

Chapter 1, The business school landscape:trends and dilemmas, examines the contrastbetween European and US business schools; eachis seen to be embedded in a different competitivecontext with different competitive advantages.

Chapter 2, Business schools as professionalorganisations (professional service firms),

identifies the features of business schools as

PSFs. There are clear similarities but the model isincomplete as the business school is neither aprofessional partnership (e.g. law firm) nor aconsulting firm. Rather it is a hybrid form of theclass P2 and MPB form seen in studies of PSFs.

Chapter 3, The leadership process in businessschools, examines the competitive dynamicsand future challenges in management education(Chapter 1), which, combined with theorganizational nuances of PSFs (Chapter 2),provides a unique challenge to business school

deans. It argues for examining the strategicleadership process from a political processperspective using the authors SLP model.

Chapter 4, Strategic leadership in practice:leading the strategic process in three top

business schools, examines the strategicprocesses of internationalisation at three topbusiness schools: IMD (Lausanne), INSEAD(Fontainebleau) and LBS (London).

Chapter 5, Strategic leadership in practice:the role of the dean, examines the specific casesof different deans at the three leading Europeanbusiness schools IMD, INSEAD and LBS.

Chapter 6, Learning from the trenches: personalreflections on deanship, examines the deanshiproles of Fernando Fragueiros tenure as dean ofIAE (a private school in Argentina) and HowardThomas as dean at WBS (a leading publicly fundedschool in the United Kingdon).


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ernando ragueiro

howard thomas


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xiv

This book would not have come into being without the collaboration

o a number o people. Among key contributors, Andrew Pettigrew

played an unparalleled role in the shaping o the particular approach

to leadership presented here that o leadership as a process in a spe-

cifc organisational context, rom a political perspective. His aca-

demic work on processual and contextual analysis in organisations

has enlightened this research since its inception. The empirical

research that has served as the basis or the core chapters o this

work was made possible by the generosity and openness o nearly

100 people: deans, ormer deans, aculty, sta members and busi-

ness leaders at IMD, INSEAD and London Business School. Our

special gratitude goes to Peter Lorange, Xavier Gilbert, Juan Rada

and Jim Ellert at IMD; Gabriel Hawawini, Antonio Borges, Ludo

Van der Heyden, Claude Rameau, Claude Janssen, Soumitra Dutta

and Arnoud De Meyer at INSEAD; and George Bain, John Quelch,

Laura Tyson, Michael Hay and Paul Marsh at LBS. We have also col-

laborated with, and learnt greatly rom, a number o strategy el-

lows and doctoral students, including Don Antunes and Xiaoying Li

(St Andrews), Amanda Goodall (WBS), Julie Davies (ABS and WBS)

and Alex Wilson (WBS).

We would also like to thank our colleagues and researchers at

IAE Business School and Warwick Business School or their support

and understanding while we devoted the necessary time and eort

to writing this book. Finally, our sincere appreciation goes to Claire

New (Howards PA at WBS) and Alex Wilson (WBS), with whom it

has been our pleasure to work on this endeavour.

Acknowledgements


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Sources: G M A (GMA) (00). H (00).

(00). P (00). V The Financial Times, The Times, The Times Higher

Education Supplement The Economist. (00).


42/282


-- -

- .

, -

x,

.

,

.

A (00) , [A]

.

-

M..A. ,

, M..A. (Mz, 00), -

f j- . Ex

- M..A.

, , x,

--j- .

,

:

;

;

,

;

, - ;

.. , ;

; .

1.5 The uropean landscape in

management education

. -

E, .

W E - .


43/282


. A partial map o European management education

R

A W W (V) V G M (, G)

z R M P (P)

D

H E

NEAD (); HE EE, EP/EAP, EM

, PO (P); G E M;

A (N); EM (x); EEM (); E

G WHU (Kz); EM (); M

; M ; GMA (H);

H z; ;

G ()

H U ()

DA (M)

f/Q , U D

N N (, U), R

M, E U; N

U ()

N N M (O)

P U W P M ;

K A E M

(W)

R M U

ED/ M ()

EE , U N (,

M); EADE, R U ();

E (M); EADA (M)

E

z MD (); H G ( G)

U K (); W (W); (Ox); J

(); M (M); UM ();

(); (); E; ;

H; f; A

Sources: The Financial Times ( ); The Economist (W M..A.?);

EMD; AA; AMA; A (00: ).


44/282


, x, NEAD,

, E ,

j U , HE, EE, EM

EP/EAP - , .. , , - .

EM (x), EEM (), G E M,

A (N) E , , x-

-f E (,

- ), -

-

,

f f .

G, -

, G

. G

, f- f -

- D-K -

. W A ,

E (

x M

), M..A. G

Kz ( ), M ( -

- ) EM ( E M

).

, E ,

. EE, O D

( W H)

EADE, J, -

, E M -,

, .

U K, A

(A) (00), 00 M..A. -

.


45/282


(), NEAD , U-

, j

U . , H f

M..A. x , - , (), J (), UM

(), (Ox) W (W),

, -x .

E

,

O, H ,

xf j ScandinavianJournal o Management Scandinavian Journal o Economics.

z, , -

, MD, , G.

, E -

f , U W

P M U W

K A E M

P U ,

G , H

.

. ,

q E -

. x, U K,

. , x,

Ox U ,

, H, , W N,

E, . - , A H,

M..A., D..A. (-

) x ,

. , W,

,

-- . O

U, H W


46/282


M..A., , -

M..A.,

.

( ) ,

f - .

() , f

, x .

, ,

UK

x U . A , UK , q-U-

, , -/-

-

f , x .

f E ,

, NEAD U ,

,

, -

P D . O

x, E

, -

, ,

.

E ,

-

E

, ,

, U .

1.6 ierences between uropean and

S business schools

.

U E . f ,


47/282


,institutional dierences, f

, -

x; competitive dierences, , -

U ,

U E

; , f, social capital

dierences, -

,

. H x U

E . .

,

, ,

(x

A, , - A, 00, K j,

, R H, ). - A

(00) , , []

, f x

q .

Institutional dierences

, ,

E U

,

. A , E (

.) -

, E .

E , , -

languages, cultures regulations

x E.

E

,


48/282

. Broad dierences between European and US business schools

Europe United States

Institutional

differences

/

/

M .

(E U).

M.

H .

.

M .

.

.

.

z z

(c.0 )

M z (c.00 )

Competitive

differences

G/

P .

.

P .

W .

.

W .

.

.

.

/

.

, .

/ .

P, - ., .

R :

- M..A.;

;

- .

- M..A.D- -.

K

/

K

- j.

G x

.

.

K -

- j.

x .

Social capital

differences

R

.

,

.

H .

, ,

q.

R

, ,

.

M

.

H .


49/282


A ( ) E

.

f .

(AA U EQU E), q-

,

E (EQU)

N A (AA). EQU,

, x x

f q

x . O , AA

q ,

, , -

. A q, EQU E -

,

,

U- - -

.

A , U , ,

, -

standardisation . U ,

,

AA f

,

.

, , ..

... , AA

AA , A A

, . ... A AA

(00).


50/282


(H, -A W, 00).

x

M..A. , q

, -

.

H, E

,

-

. AA U -

, ,

E M D

E Q .

E

. -

A M..A.

U K f

UK M..A.- ,

. , U-

, E

; ,

, ,

q E . -

, E

, U -

.

size f

U E (A, 00). z,

, f

. z

f f x EQU f

E E,

A, z, , H K, Mx, A U

. O EMD ...


51/282


x

.. f,

-q

, ( P, 0, z ). x,

q

M..A. , A .. H,

K (N) W 00 M..A.

, -

, E

. H,

, , -q

. , , MD

z,

- - M..A. . , U -

z -z

( , x O ),

E -z,

, x

.

1.7 Competitive dierences

-

.

governance E

U- . W f

f

.

x

-

. ,


52/282


U

( f ), -

, E -

( ). ,

, . , -

( U

E U)

Financial Times M..A. ,

. , -

U

E .

unding endowment -

j .

U

U

- , , ,

f , .

, , H ,

,

$ (W, 00).

U , E

.

q ,

M..A. , -

(x, 000). E, -

, M..A.

. ,

E

x

f

. x


53/282

. rankings o M.B.A. programmes, 19992005

G 000 00 00 0

H (U) P P/W (U) P

(U) P

G (U) P

G (U) P

NEAD (EU) P

(EU) P/

M/ (U) P 0

N/K (U) P 0

NYU/ (U) P 0

D/A (U) P

MD (EU) P

Y (U) P 0 0

D q (U) P

Notes:

x : U (H) V (D) [ ];

f : UA (A) [ ]; : U M [ ];

: U W O () U N

: E (J) [ ].


54/282


f ,

M..A.

. f , -

, , .

D f E,

E

international mindset (, 00).

E , ,

. E

x ,

,

, , -

. -

Financial Times

E M..A.

q U

( .). A q,

-

x -

.

Flexibilityinnovation

E . x , ,

U . x, H M ,

O U W U K

M..A. E x

- M..A. ( , J, W,

x) , -

- - U M..A. . E

(f -

) (z, K,


55/282


. Relative perormance o US and EU business schools

D U

D EU

EU

U

- 0

V 0

A

P

E

A

W

W

0

0

Notes: A f x .

( The Financial Times), 00

M..A. .

.. EU ,

U 00. x, A ,

U ,

EU

. , EU

U . , , EU

U .

V , , W .

Source: A (00).


56/282


). -, j- ,

f j -

, ..

, .

E transmit knowledge ,

- j -

j f, ,

- . x, j

M..A. , - U-

- . E j-

; ,

E, , ,

f j Scandinavian Journal o Economics

and Management. M, E G O

(EGO) ,000 ,

j Organisation Studies

f

E-.

E x -

corporate linkages ,

. W -

E, E

-

. A

q, E

( ) -

x

, .

1.8 Social capital dierences: reputation

eects and brand loyalty

, ,


57/282


-

. R

,

, , -

( , P, ;

,

R, , MG, W, 00). M,

, -

. , DA ()

,

.

,

.

q qf-

-q

.

- ,

, q -

. -

A (00) -

f.

W

-x

- -

M..A. The Financial Times. .,

,

- ,

. O ,

E (NEAD, MD

U- ), U

. .

,

00 .


58/282


f -

Business Week. G (00)

-

, , f .

, -

. ,

f f

x.

O,

x

. W -

E . E

U

-

. A

, . E

, -

,

. , , -

.

M, -

q -

.

, - -

. -

, U z

f .

( .)


59/282


, , U- ( -)

. - , ,

f -

-q, - . E

U .

E

U , -

A (-, Rzz z, 000).

H, E U-

. R, R

(00) , [E]

, -

. ,

,

[] -

,

. , E U

, x

, x, ,

(Z,

00).

1.9 Summary

U (

. .)

f ..

(.. M..A.), ,

- (.. H,


60/282


W) , , f f

. , q

U , -

U ,

( . .).

A U , U

.

E , ,

,

.

-

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U .

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- , /

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f ,

, U x. H, q q -

E

. A q,

0

0 ( . .), -

, -

( . . .).

f U

, E q

, , -

, q

.


61/282


1.1 merging issues and challenges:

rethinking the business school

, H (00) (00)

f

x .

x q .

- -

business-as-usual .. x

U ; takeover -

/ , ; more academic models,

..

( et al., 00).

A

(P,

). O , - , , ,

. q

:

f (, 00)?

M (00)

, f , . H,

(G, 00),

-, ,

x

.

,

K (00) K N (00),


62/282


, , -

. A

f-

, K .

P (00) ,

. ,

, -

,

M..A., f

x .

, x -

, H (00; )

, , academic value,

;personal value, -

; public and social value,

. ,

-

(.. E- -

) , ,

.

1.11 compelling contet or business

schools and their leadership

f. -

, -

, -

. -

,

, -

,

f


63/282


.

,

. A x - A ,

,

E , , A

A j U

. H,

-

x

.

, , .

.

, j -

;

;

.

. H,

. A

-

,

x

. A ,

q , -

, .

,

-

.

f

: x A ,


64/282


x . N M..A. x

.

,

j ,

.

W

. A ,

. M

,

. ,

x - . q

. ,

q-

. ,

f , -

-

q, x

-

,

, , .

W z

,

-

.

,


65/282


. M ,

From Higher Aims to Hired Hands, K (00) -

- f

.

A M..A.

, f -

x

, q

-

M..A. x . A

f U

j M..A.

, , -

.

The Financial Times, The Wall Street

Journal, Forbes BusinessWeek ,

. R

q

, M..A. -

.

- , -q

-

x .

, . H, K, -

,

,

..///00/000_..


66/282


x .

A

, , .

,

f ,

-

. x, -

, -

,

.

. , -

f .

O (00)

. MA

, ,

-

j. ,

x ,

x, qf

, . Mz

(00) ,

MA.

New Vision or Management Education, P

(00), MD, ,

, :

M..A. P.D.

, ,

. ,

. , ,


67/282


: -

.

R M..A.

, -

, , x . ,

j -

,

-

: knowing, doing being. ,

.

, -

-

f . .

, .

.

, f

.

.

.

.

Df , .

.

R .

R .

.

U .

.

.

-.


68/282

55

2 Business schools asproessional organisations

(proessional service frms)

2.1 Introduction

x

(D ,00). , (00: )

.

N ,

q . A C ,

x

q - ,

x

.

, ,

(Z, 00)

(G, 00),

. ,

/ -

x

- (, ; G, 00: ).

f (D , 00). ,

x, -

/ ,


69/282


q -

..

/ (N G, ).

x f jf x -

f - f.

f

(Mz, 00) x

f -

K.

2.2 The business school as a proessional

school

Mz -

x -

.

, Mz ( )

, ,

. f ().

Adhocracy organisations: x-

,

x j -

, .

Proessional organisations: x

,

, j

, .

Mz ()

MG U, ,

x MG.

x , -

.


70/282

Business schools as proessional service irms 57

Mz MG U -

, -

, -

.

.

, j

,

.. A M,

. M,

..

,

.

. f

-

(

).

H,

, , x,

j x

. ,

j , -

. N,

.

Mz -

x

,

.


71/282


(00) x f

,

x , ()

x : -

; ; -

( -

); f

(). H

. Confgurations o organisational orm and strategy

ormation process

Adhocracy

organisation

Proessional

organisation

Conditions ,

,

,

Power vested in j E

Integration D

Favoured strategy

process

C

( )

Strategies E

(

)

Pattern o change C

q

Environment,leadership,

organisation

E

Key strategic

issue

C ?

q

Source: A Mz (: ).


72/282


-

, . , -

(M, ),

f Mz (: ) - x

q

. R

(, ) -

. H

, x,

-

.

G , , x -

f

- f. W f f K

() .

-

x -

f.

, ,

.

2.3 hat is a proessional service irm

x -

K

(, 000; M, ). O

. x,

, , ,

x

. O -

, ,

f.

, , ,


73/282


.. -

. M, ,

x .

(000) -

, f

. A ,

-

(). ,

(00) f x f , -

f x .

H

x, , ,

[] - -

x.

f q

, , ,

( ) (0).

O , A (00), ()

(000) f K

-q .

A (00) f K -, qf

j .

() K

qf .

(000) K ..

, -

. .

/x

K. A , ,

-/ .


74/282


Mz () K

. H

K: , , f, f

f, . ,

, :

; j -

x; -

; ;

.M E () (

f f, ) K

, -

j f

. W

K , , - .

. KIFs defned by internal/external ocus

Ex

C

/

/

O

, -

-

C

z


75/282


2.4 The key eatures and characteristics

o PSFs

. f

. -

.

Individual proessionals

A (000: ) , -

- , x

j. ,

f

. , ,

.

j

f q : () -

; () x; ()

.

f , autonomy,

(, ).

q f -

, - , (H, ;

, ).

proessional expertise -

. , H, G ()

x .

q x, -

.


76/282

. Key eatures o PSFs

K

(000) X X X

() X X

() X X

M () X X

H () X

() X

K, V G

()

X

H,

G ()

X

R () X

G (0) X

H A () X

E (000) X X X

(000) X

(000) X X


77/282

. (cont.)

K

M () X X

A () X

et al. () X

Mz () X X

G, H

(0)

X

M et al. () X XG, H

()

X

W () X

() X

N () X

M E ()

()

(000)

()

H N ()

H M ()


78/282


, stronger link to their proes-

sional standards and values than to the PSF that employs them.

-

, ( , ). -

, -

. (000: ),

f x,

x,

, ,

,

, .

, x

f .

, -

.

Proessional competences

,

proessional knowledge, skills attitudes

q

j .

Proessional knowledge j q -

. K q

: -

j, f -

- x. q,

j

. E (000) -

x,

. H, j


79/282


. ,

,

:

(Z,). M E ()

q

x , j

. -

,

.

O ,

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-

()

f,

.

f j .

f -

,

f j

.

, ,

x

. A , q -

.

j, ,

. ,


80/282


. ,

,

- , -

x. .

Mz (: 0) : , j

.

x ,

. A ,

x

. , , -

,

. -

j ,

-

.

, -

, (,

). - -

,

-q

.

Shared power

A

, x -

.

q

, , , -

x ( , ; M, ).

A f -

, , ,

(G, H , 0: ). ,


81/282


,

. , :

x ,

- j .

A f

j

( , ). H,

x -

. , f x -

(

, ). ,

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, q

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. x - -

,

q

.

Mz () q f

.

.

x ,

.

,

.

, / f-

. -

f

.


82/282


Intangibility

, -

, -

.

W ( )

.

,

, , q (),

: f,

-

; , .

(000: ) q

x

, f

. ()

, -

. ,

q -

.

Standardisation/customisation

x , -

( ),

(, , ), -

( )

. O

.


83/282


(000) f

, x -

j .

, , ,

, -

().

f ,

q. M E () -

-

,

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. f-

j

. H,

q ,

,

j

j,

.

M, M E ()

j . O -

f Mz () -

. Mz - q

, -

x.

,

.

N, M E

,

, f -

. ,

,


84/282


,

q , -

, .

Trust

-

,

x,

. M,

( , 000: ).

: [W] f

. -

.

,

. ,

, , -

. , -

q . M,

q x

,

. ,

j

. ,

j , x

. , f q f-

;

,

f.


85/282


(000: )

-

. ,

.A, x -

.

2.5 Linkages between key eatures and

characteristics o PSFs, proessionals

and clients

f x -

: , ,

, , / (

f x

). ., -

, .

, ,

,

.

, , ,

, -

,

j x.

qf ,

,

.

.

, -

j .

q ,

, , , .


86/282


-

Mz , -

--j

(Mz, ).

, -

, x x.

H, -

, f q

, -

f. H

. , ,

,

q

.

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r

o

f

es

s

i

o

n

a

l

s

C

li

e

n

t

s

PSFs

IntangibilityProfessional Standardisation

Shared

Trust

(solutions)

Figure 2.1 D x

,


87/282


x,

j.

, , -

x .

H, ,

x

, , q

x f

.

.

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f ( , 000;

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, f, . ,

--

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W ,

. q

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, -

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88/282


. , ,

x , ,

, x-

.W x

-

. H, x

-, -

f x f.

, j x

. , x -

x . -

, x

x C .

2.6 ey processes in proessional service irms

x

q , f

.

, x x : () ;

() -; () ; () ; ()

; () , ,

.

Governance

A ,

q

. , : -

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89/282


x

: x ,

x ;

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,

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.

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, - -

- f , operational

control ,

f decentralised. H, stra-

tegic control, x , -

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Mz ()

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Strategy setting

x,

.

M, x

. ,

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90/282


. ,

, .

.

x, W V 0 , , -

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.

(: ) : -

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.

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.

,


91/282


. -

, H, G

(), D, Cz (),

j , - , , x, -

.

,

: , -

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.

Staing

() M ()

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(AAC, 00: ; , 00). H

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, ;

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92/282


j. ,

,

. , , - , ,

. ,

-

f.

,

-

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(H, 00; et al., 00).

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.

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.

() M

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:

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93/282


x x - .

, -

:

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.

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