The latest article in Business Week reported some Western B-school exit from their joint ventures or collaborative programs with local B-Schools in China, and discussed some possible reasons.
For example, those Western B-schools considered language skill those local students have can’t match the requirement for having an all English program. Those Western B-Schools also face competition from other Chinese program from local prestigious universities, for competing the small market size that beyond what those Western B-Schools’ expectation on the executive education in China.
Again, one can’t find any B-Schools in Taiwan have been mentioned in such a discussion or concern. I believe if Western-B schools already concern the competition from local counterparts in China market, why B-Schools in Taiwan, that have no serious language gap in delivering courses, can away from such a marketplace? Does that because B-Schools in Taiwan ignore China market, or just consider they can do better than those Western B-Schools in executive education business in China?
China: Why Western B-Schools are leaving, May 15, 2008, Business Week
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Thunderbird International Business Review, including cases and articles cover different industries and markets.
Hambrick & Chen (2008) shows how strategic management become a new academic field, that deliver a well theoretical arguments about how an new academic field is emerge.
I don’t doubt the exist of strategic management as an academic field in Taiwan or elsewhere, but believe Hambrick & Chen (2008) could be one of fundamental work for me to use in the studies about why management education/research in Taiwan can’t take the lead in the Chinese academic community?
Based on the conceptual model proposed by Hambrick & Chen (2008), if we consider the development of management education/research in Taiwan, I believe there is not short of the existence of an “aspiring community” over there. Nevertheless, could we consider that intentionality of leading figureheads and/or members in the aspiring community and the institutional boundary are main reasons to influence Taiwan’s leading position in Chinese academic community?
Except that, I wonder whether all those phenomenal inquiries could direct to one BIG question- “Does the professionalism work well in Chinese/ non-Western context? why and why not ?”, if we examine what happens in Chinese/non-Western societies, in terms of their political, societal, and academic/professional fields.
People may read those fashion magazines to get ideas for their clothing and styling. However, I think that it’s actually a kind of isomorphism process, especially while most people may decorate in the same way.
In that sense, information disclosed in those fashion magazines are directive/reference guidelines to inform you what are mainstream styles in coming seasons, that works as carriers to tell people what you may dress for matching or grasping so called fashion trend.
I consider this is also a result of collective actions, but be manipulated by single or a group of people, or those work in fashion business. Then, many people dress in similar styles, that you may say that is a imitation among people or isomorphism process for people’s dressing and styling.
Therefore, to run a fashion business can be explained to execute a isomorphism mechanism to make a mimic isomorphism to the their target segments.
Whether a business school professor could be a good executive is a classical question, Jiang & Murphy (2007) has delivered some empirical evidence about this debate.
What’s next is whether their findings and arguments could be supported in different contexts, that arise a lots of interesting topics in the field of comparative management.
Jiang, B. & Murphy, P. J. 2007. Do business school professors make good executive managers? Academy of Management Perspectives, 21(3): 29-50.
This is a special issue about executive education.
Arguments and discussions in this issue can be used for doing replicated researches in different countries (markets).
Academy of Management Learning & Education, 2007, 6(3)