Abstract
Purpose – The purpose of this article is to compare the effects of global competitive pressures on UK and French B-schools’ management systems through the lens of career ecosystems.
Design/methodology/approach – This is a qualitative inquiry employing in-depth, semistructured interviews with 44 Business School academics in the two countries.
Findings – We demonstrate the importance of top-down and bottom-up ecosystem influences for creating contrasting performance management systems in competitive B-schools in two countries, to different outcomes for institutions and faculty careers.
Research limitations/implications – We focus on faculty working in top business schools, which limits the generalizability of our findings. Future research could apply the ecosystem lens to other institutions and geographical areas to highlight best practices and evaluate their transferability across borders.
Practical implications – The study highlights alternative HR practices and potentially workable adjustments to current systems that could be envisaged in order to enhance performance of individuals and institutions without jeopardizing the chances of valuable human resources to bring their contributions to the success of B-schools.
Originality/value – This paper compares and contrasts different performance management systems taking into account exogenous and endogenous influences on B-schools that operate in a highly competitive and rapidly changing global management education market.
Design/methodology/approach – This is a qualitative inquiry employing in-depth, semistructured interviews with 44 Business School academics in the two countries.
Findings – We demonstrate the importance of top-down and bottom-up ecosystem influences for creating contrasting performance management systems in competitive B-schools in two countries, to different outcomes for institutions and faculty careers.
Research limitations/implications – We focus on faculty working in top business schools, which limits the generalizability of our findings. Future research could apply the ecosystem lens to other institutions and geographical areas to highlight best practices and evaluate their transferability across borders.
Practical implications – The study highlights alternative HR practices and potentially workable adjustments to current systems that could be envisaged in order to enhance performance of individuals and institutions without jeopardizing the chances of valuable human resources to bring their contributions to the success of B-schools.
Originality/value – This paper compares and contrasts different performance management systems taking into account exogenous and endogenous influences on B-schools that operate in a highly competitive and rapidly changing global management education market.
| Original language | English |
|---|---|
| Journal | Personnel Review |
| Early online date | 9 Sept 2020 |
| DOIs | |
| Publication status | E-pub ahead of print - 9 Sept 2020 |
Keywords
- Business schools
- Career ecosystem
- Competitive pressures
- Managerialism
- Performance management
- Qualitative