Mythmaking in Management Education: The Case of the AGSM (1976–1986)
Christopher M. Adam
(Australian Graduate School of Management, University of New South Wales, Australia)
Roger Collins
(Australian Graduate School of Management, University of New South Wales, Australia)
Dexter Dunphy
(Australian Graduate School of Management, University of New South Wales, Australia)
Philip Yetton
(Australian Graduate School of Management, University of New South Wales, Australia)
71
Abstract
Myths in organisations are often portrayed as evolving gradually, and perhaps decaying even more slowly, whether the myth seeks to establish internal standards or to provide cause and effect in a turbulent environment. A detailed case study of the start‐up phase in a graduate management school is analysed, together with a dynamic model of organisation operation and adjustment recently developed in the field of corporate strategy.
Keywords
Citation
Adam, C.M., Collins, R., Dunphy, D. and Yetton, P. (1988), "Mythmaking in Management Education: The Case of the AGSM (1976–1986)", Journal of Management Development, Vol. 7 No. 2, pp. 39-52. https://doi.org/10.1108/eb051670
Publisher
:MCB UP Ltd
Copyright © 1988, MCB UP Limited