Cross‐Functional Business Programs: Critical Design and Development Considerations

Abstract

Well‐documented corporate demands for crossfunctionally competent employees have instigated a wide variety of efforts by the educational community to integrate business curricula. Many colleges and universities struggle to functionally integrate business programs that historically have been delivered by well‐defined, and often well‐siloed, disciplines. Drawing from the numerous published and unpublished case studies of cross‐functional integration attempts, this study develops a framework of critical issues to consider when developing an integrated program. The framework develops five major categories of issues (strategic, leadership, administrative, faculty, and student) to help universities identify typical program decisions and potential roadblocks that may inhibit the development of a successful program.

Citation

Aurand, T.W., DeMoranville, C. and Gordon, G.L. (2001), "Cross‐Functional Business Programs: Critical Design and Development Considerations", American Journal of Business, Vol. 16 No. 2, pp. 21-30. https://doi.org/10.1108/19355181200100009