Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/15145
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dc.contributor.authorPaton, Steve-
dc.contributor.authorChia, Robert-
dc.contributor.authorBurt, George-
dc.date.accessioned2014-09-25T23:16:38Z-
dc.date.issued2014-07-
dc.identifier.urihttp://hdl.handle.net/1893/15145-
dc.description.abstractMuch has been debated about the perceived relevance/irrelevance of business schools in addressing business needs with some suggesting that academic research is not applicable to practice. We contribute by claiming the debate is itself somewhat misplaced and the real task of business schools is to instil the art of ‘relevating' the seemingly irrelevant in order to prepare managers for the challenges they face. Paradoxically, we contend that in relentlessly pursuing scholarship, academics can make a valuable contribution to practice by offering counterintuitive viewpoints that challenge business mindsets. Ironically, value-adding contributions to practice are best made when academia resists the seductive tendency to capitulate to the immediate demands of the client. For it is only by challenging conventional wisdom and expectations and thereby creating dissonance in the minds of managers, that new and unthought avenues of action may be opened up for consideration. We illustrate this by examining the experiences of a partnership between a multinational corporation and a university in the United Kingdom where the executive education programme was carried out using action learning techniques while encouraging reflexivity in practice.en_UK
dc.language.isoen-
dc.publisherSAGE-
dc.relationPaton S, Chia R & Burt G (2014) Relevance or 'relevate'? How university business schools can add value through reflexively learning from strategic partnerships with business, Management Learning, 45 (3), pp. 267-288.-
dc.rightsThe publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.-
dc.subjectAction-learningen_UK
dc.subjectexecutive educationen_UK
dc.subjectpractitioneren_UK
dc.subjectreflexivityen_UK
dc.subjectrelevanceen_UK
dc.subjectscholarshipen_UK
dc.titleRelevance or 'relevate'? How university business schools can add value through reflexively learning from strategic partnerships with businessen_UK
dc.typeJournal Articleen_UK
dc.rights.embargodate2999-12-31T00:00:00Z-
dc.rights.embargoreasonThe publisher does not allow this work to be made publicly available in this Repository therefore there is an embargo on the full text of the work.-
dc.identifier.doihttp://dx.doi.org/10.1177/1350507613479541-
dc.citation.jtitleManagement Learning-
dc.citation.issn1350-5076-
dc.citation.volume45-
dc.citation.issue3-
dc.citation.spage267-
dc.citation.epage288-
dc.citation.publicationstatusPublished-
dc.citation.peerreviewedRefereed-
dc.type.statusPublisher version (final published refereed version)-
dc.author.emailgeorge.burt@stir.ac.uk-
dc.citation.date21/03/2013-
dc.contributor.affiliationUniversity of Strathclyde-
dc.contributor.affiliationUniversity of Strathclyde-
dc.contributor.affiliationManagement Work and Organisation-
dc.rights.embargoterms2999-12-31-
dc.rights.embargoliftdate2999-12-31-
dc.identifier.isi000340946600002-
Appears in Collections:Management, Work and Organisation Journal Articles

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