國立虎尾科技大學 |

Disrupting the MBA : = How new educational models can reshape the full-time MBA.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Disrupting the MBA :/
Reminder of title:	How new educational models can reshape the full-time MBA.
Author:	Tsung, Wendy P.
Description:	1 online resource (163 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 78-03(E), Section: A.
Contained By:	Dissertation Abstracts International78-03A(E).
Subject:	Business education. -
Online resource:	click for full text (PQDT)
ISBN:	9781369135350

Disrupting the MBA : = How new educational models can reshape the full-time MBA.
Tsung, Wendy P.

Disrupting the MBA :How new educational models can reshape the full-time MBA. - 1 online resource (163 pages)

Source: Dissertation Abstracts International, Volume: 78-03(E), Section: A.

Thesis (Ed.D.)

Includes bibliographical references

The traditional, full-time MBA program environment has become increasingly tumultuous. The many pressures facing business schools, from declining interest of applicants to the burgeoning number of schools and degree formats, have led many to predict that the model cannot continue as is and is ripe for change. Many believe consolidation in the business school marketplace is inevitable and survival is not guaranteed.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9781369135350Subjects--Topical Terms:

563011
Business education.
Index Terms--Genre/Form:

554714
Electronic books.

Disrupting the MBA : = How new educational models can reshape the full-time MBA.
LDR:03561ntm a2200397Ki 4500 001 910874
005 20180517120323.5
006 m o u
007 cr mn||||a|a||
008 190606s2016 xx obm 000 0 eng d
020 $a 9781369135350
035 $a (MiAaPQ)AAI10158527
035 $a (MiAaPQ)upenned:10266
035 $a AAI10158527
040 $a MiAaPQ $b eng $c MiAaPQ
099 $a TUL $f hyy $c available through World Wide Web
100 1 $a Tsung, Wendy P. $3 1182368
245 1 0 $a Disrupting the MBA : $b How new educational models can reshape the full-time MBA.
264 0 $c 2016
300 $a 1 online resource (163 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertation Abstracts International, Volume: 78-03(E), Section: A.
500 $a Adviser: Robert Zemsky.
502 $a Thesis (Ed.D.) $c University of Pennsylvania $d 2016.
504 $a Includes bibliographical references
520 $a The traditional, full-time MBA program environment has become increasingly tumultuous. The many pressures facing business schools, from declining interest of applicants to the burgeoning number of schools and degree formats, have led many to predict that the model cannot continue as is and is ripe for change. Many believe consolidation in the business school marketplace is inevitable and survival is not guaranteed.
520 $a Business schools instruct students that, in today's competitive environment, companies must be able to adapt and quickly respond to changes in the business environment. However, business schools do not seem to have practiced what they preached. Although most business schools would say that they are continuously improving the degree, they likely would agree that most of the changes have been incremental and that the traditional MBA program has remained largely unchanged since its inception. The primary purpose of this study is to explore how the full-time MBA program might be transformed by seeing how four highly ranked business schools would view innovations developed by two leading business schools and whether reengineering the educational model also transforms the business model.
520 $a There is a strongly held belief that the traditional two-year, in-person MBA will continue to be relevant but may be sustained only by the top-20 schools. The hundreds of other business schools will be forced to adapt, but the degree and urgency to which they do may vary based on their perception of the school's standing and their willingness to challenge existing beliefs around their brand image, pride of creation, and entrenched incentives.
520 $a Change and adopting innovation do not guarantee success. Likewise, doing nothing does not guarantee failure. Change, however, is inevitable and might happen quicker than business schools anticipate because of market forces. Business schools that have the most to lose already have begun experimenting with innovation outside their reputation-based full-time program. Should the expertise built and lessons learned from this experimentation be incorporated into their full-time programs, the established schools may witness a new pecking order.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Business education. $3 563011
650 4 $a Educational leadership. $3 585508
650 4 $a Organizational behavior. $3 557544
655 7 $a Electronic books. $2 local $3 554714
690 $a 0688
690 $a 0449
690 $a 0703
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a University of Pennsylvania. $b Higher Education Management. $3 1181792
773 0 $t Dissertation Abstracts International $g 78-03A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10158527 $z click for full text (PQDT)