Business apprenticeship: a viable business model in management education

Abstract

Purpose

The purpose of this paper is to position the business apprenticeship model (a work-based learning model where student managers alternate between academic and workplace learning) at a political, institutional and student level in order to explain how it fits within the French business education landscape and how it is considered as a viable business model in management education.

Design/methodology/approach

Business apprenticeship is analysed through the prism of Osterwalder and Pigneur’s (2010) Business Model Canvas to evaluate the nine dimensions of the business model: customer segments, value proposition, customer channels, customer relationships, revenue streams, key resources, key activities, key partners and cost structure.

Findings

Two major advantages of the model are identified, namely, the potential for widening participation and affordability and three concerns are outlined: the corporate vision of the apprentice, the recent governmental reforms on funding this model, and the potential synergies between theory and practice.

Research limitations/implications

This paper is useful for all those who wish to develop an apprenticeship track within their business schools and for employers who are considering the development of apprenticeship partnerships with business schools.

Originality/value

This paper provides insight into business apprenticeship as a work-based learning model.

Citation

Daly, P. (2017), "Business apprenticeship: a viable business model in management education", Journal of Management Development, Vol. 36 No. 6, pp. 734-742. https://doi.org/10.1108/JMD-10-2015-0148