Strategic roles of centers in business school development

Abstract

PurposeThe purpose of this paper is to investigate the prevalence and types of business school centers/institutes – their role in business school development, ability to overcome disciplinary and organizational boundaries, and encourage innovation in programs and curricula.Design/methodology/approachThe primary methodology is literature review and empirical survey using web data. The approach is exploratory, and summary case studies are presented to illustrate center/institute roles.FindingsBusiness school centers/institutes are widespread and diverse in mission and activity. There is little previous research in the field. A model for forces driving center formation is also presented.Research limitations/implicationsCenters/institutes represent structural forms that can help implement strategies for change and innovation. This means administrators of business schools should consider centers/institutes as tools to strengthen strategic planning. The paper presents directions for further research.Practical implicationsThe paper focuses on strategic planning by business school administrators, and reform and change in programs and curricula.Originality/valueThe paper takes a holistic view of the literature, provides a comprehensive survey of multiple types of center/institute, and links the roles of centers/institutes to strategic and structural change. It presents differences between US and international schools.