Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Foreword
- Preface
- 1 Background and conceptual framework
- 2 Key academic programs and academic value-creation
- 3 The critical role of R&D
- 4 Marketing strategy
- 5 Institutional learning
- 6 Human resources strategy
- 7 The learning partner perspective
- 8 Business school leadership issues
- 9 Conclusion: So, what are the key success factors?
- Appendix I
- Appendix II: core references
- Index
6 - Human resources strategy
Published online by Cambridge University Press: 22 September 2009
- Frontmatter
- Contents
- List of figures
- List of tables
- Foreword
- Preface
- 1 Background and conceptual framework
- 2 Key academic programs and academic value-creation
- 3 The critical role of R&D
- 4 Marketing strategy
- 5 Institutional learning
- 6 Human resources strategy
- 7 The learning partner perspective
- 8 Business school leadership issues
- 9 Conclusion: So, what are the key success factors?
- Appendix I
- Appendix II: core references
- Index
Summary
Just as real business challenges are not neatly divided into academic disciplines, so our work at business schools, in both teaching and research, must blend the insights and expertise of many different fields. If schools are to remain relevant to the practice of business, they must be able to transcend the limitations of a strict discipline-focused approach.
Jay Light, dean, Harvard Business School
KEY POINTS
The attraction, development and retention of the best possible faculty – and staff – are probably the most critical success factors for a business school.
New team members must fit with the established culture – team players rather than individualists – and they should be at the cutting edge in their ability to engage in thought leadership. They should also add to the school's capabilities to engage in the types of institutional learning relationships that it has chosen to pursue.
Business schools that avoid the typical structures of classic academic institutions – with their academic departments (silos), title hierarchies and tenure – are both a major attraction for many productive academics at other schools and a way to create positive institutional energy: little or no politics, no unnecessary committees,
no seniority differentials and the like.
A feedback and bonus system should be put in place that gives individual faculty members a chance to regularly – say twice a year – discuss their plans, performance, development issues and constraints with the school's leadership.
- Type
- Chapter
- Information
- Thought Leadership Meets BusinessHow business schools can become more successful, pp. 137 - 161Publisher: Cambridge University PressPrint publication year: 2008