Rebalancing MBA education towards “doing” and “being”: How to reduce the knowing‐doing gap that results from deficiencies in skills

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Management decisions are increasingly subject to public inspection and evaluation. As the public's expectations of business leaders have risen, so too have the accompanying calls for broadening the scope of business training. All too many MBA programs are still falling short.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2013), "Rebalancing MBA education towards “doing” and “being”: How to reduce the knowing‐doing gap that results from deficiencies in skills", Strategic Direction, Vol. 29 No. 3, pp. 15-18. https://doi.org/10.1108/02580541311304599