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This research study examined accounting and business administration education curricula at foreign universities and tested a model for measuring the level of management technology attained by a country. The primary focus of this research was the role of accounting and business education as input for a measurement model designed to aid in assessing the potential for the transfer of management technology. A factor analysis‐based technometric model to measure a country's degree of management technology sophistication was utilised. The model placed newly industrialised countries including Korea, India, China, Brazil, and Mexico at the top of the scale even though these countries do not have the highest Gross National Product (GNP) per capita. These results suggest that per capita GNP may not be a reasonable indicator of accounting and management technological potential, and that the technometric model utilised in this study may provide more accurate information regarding the transfer of accounting and management technology.

An old saying –“Jack of all trades, master of none”– deliberately asserts that the purpose of a master’s degree program is to generate high level job skills in order to improve a nation's economy, while a bachelor degree produces economically productive graduates. Employment of such graduates is fundamentally important for personal and economic development. There is a link between a bachelor’s and master's degree and how these qualifications are linked to the job market. Both horizontal and vertical mismatches are developed which is the central focus of this research.

Given the differentiated nature of research questions, multiple techniques are used to collect the data. However, this research bears the norms of the qualitative method. Both secondary and primary data are used, and meanwhile secondary data are collected by the banks, Bangladesh Bureau of Educational Information and Statistics (BANBEIS), University Grants Commission (UGC) and by the institutions sampled. Primary data are gathered from interviews with key people. Data were collected from three institutions of higher education and from six commercial banks and from the Central Bank. The academic results of 21,325 MBA graduates and education backgrounds of 750 executives working in banks served as the basis for establishing our arguments.

This study discovers that MBA graduates who have studied science subjects achieved much better grades in the MBA compared to their counterparts who studied business from secondary provision to first degree. The market-driven MBA programme has become a “business product”. The major revenue of higher education institutions comes from enrolment in MBA courses. For this reason, a science-friendly MBA program is developed to generate more business. If this continues, the philosophy of the master's program would either be lost or will have to be redefined in the 21st century.

While a few studies have investigated the area of HE in Bangladesh, none covers the impact of MBA degrees on the job market and its contribution to enhancing job skills.

The case’s learning objectives to work on can vary according to the topic selected by the teacher. This case has been put forward with a particular interest in corporate strategy issues, specifically, on the joint management of businesses (in this case, academic programs). Therefore, students are expected to be able to understand the managerial dilemma on centralization and decentralization; recognize the peculiarities of a shared services center (SSC); and decide on which services to centralize in an SSC.

Centralizing or not centralizing is a frequent managerial dilemma. This is a challenge faced not only by business managers but also by corporate level areas responsible for jointly managing various businesses. Resources and capabilities allocation is an essential process for strategy execution, specifically in corporate strategy that must answer the question: How to jointly manage businesses? Sharing services is a collaborative strategy which aims to increase efficiency by centralizing some processes related to this joint business management. Mario, Dean of the Escuela de Administración in Medellín, Colombia, intends to optimize the school resource allocation processes so that there is more equitable support between the different academic programs. For this, he has thought of creating an SSC as it is a practice that he has seen in prominent companies in the city. His idea is to start operating the SSC in early 2018; however, the particular character of a management school leads him to ask himself: What to centralize and what not to centralize?

This case of decision (Ellet, 2007; Sánchez et al., 2013) can be used to promote student learning of strategy courses both at advanced undergraduate levels and in graduate programs. Likewise, it can be used in workshops with executives and administrative personnel of companies that face the centralize–decentralize dilemma. These types of topics are the subject of study by both corporate strategy theorists who address the question of how to jointly manage business (Menz et al., 2015; Michael Porter, 1987) and consultants (Deloitte, 2012). It is desirable, although not mandatory, that students have some knowledge or experience in strategic issues and challenges associated with the administration of companies made up of various businesses (multi-business firms).

Teaching Notes are available for educators only.

CSS 11: Strategy.

The design and launching of Master's degree programmes in management is a major task facing the polytechnics in Britain. Having existed for some six or seven years, they have achieved their initial objective of creating an appropriate range of first degree programmes, exhibiting the characteristics of career orientation, multi‐disciplinary structures, innovative learning methods and relevant assessment systems. The replacement of External London University Degree courses by Council for National Academic Award programmes has accompanied the conversion of the large colleges of technologies of the nineteen sixties into the polytechnics of the nineteen seventies. Many problems still exist in the first degree range: the provision of part‐time study versions to offset overgearing to full time students, the development of course network approaches, and the integration of sub‐degree work within total programmes of which first degrees are currently the main focus—in that connection the evolution of the Diploma in Higher Education could be a key item.

The learning outcomes after reading and analysing this case study are dealing with the challenges of family business; learning the importance of succession planning; accepting the next generation and the role of the first generation; and understanding the decision-making skills and roles of the generations in family business.

Khushboo Pouch and Packaging was the first-generation initiative of Mr Bhavesh Udeshi. Mitesh Udeshi, son of Bhavesh Udeshi and the business’s sole successor, joined the firm in 2019 after graduating with a Master of Business Administration degree. Mitesh had desired to join his family firm since he was a teenager and aid the business with emerging business ideas. As a fresher, he applied his newly acquired theories to the company’s operations. He initiated several changes in the company; however, his actions were ineffective. He introduced modifications to the business premises, production units, marketing tactics, accounting department and product line extension for two years. Mitesh had intended to restructure his traditional firm in rational and innovative ways, but none of his plans had come to fruition. He failed because the firm’s change management was confronted with denial, rage, bargaining and melancholy from both his father and the employees. Amidst non-acceptance and inconsistency, he found himself in a quandary. He had two options: remain in the family firm and persevere in making his ambitions a reality or resign, find a job and embark on a new path. Unfortunately, leaving would indicate surrendering defeat after a two-year struggle.

Programmes: Master of Business Administration (MBA), Bachelor of Business Administration (BBA) programmes, MBA in Entrepreneurship and small businesses, and Post graduate diploma in management (PGDM).

Teaching notes are available for educators only.

CSS 3: Entrepreneurship

Sectoral brand management processes have presented planning, development and implementation challenges. With the aim of reducing these managerial problems, the purpose of this paper is to revise the structure and the processes of the sectoral brands management.

This is a qualitative exploratory study, with its unit of analysis being the process of managing the brand of the Brazilian fashion sector. Primary data collection was obtained through in-depth interviews with the seven industry associations and with the company responsible for the brand consulting. The secondary data used were reports about the branding process of the brand provided by respondents. Data analysis was provided by using the VSM to modeling sector structure and BPMN to processes modeling.

The results present a new sectoral brand structure and process to reduce existing barriers. Three sections were carried out: analysis and modeling of the current structure and processes of sectoral brand management; presentation of the current structure and processes problems; analysis and modeling of future structure and processes of sectoral brand management.

A theoretical contribution is provided in the literature of systems, processes and sectoral brands, since there are no previous studies that elaborated a system structure and process for sectoral brands. In addition, other theoretical contribution is the presentation of a future process model that relates brand management process with its system structure, that is, it relates BPM analysis with VSM.

It is also possible to indicate that VSM and BPM can contribute to the management of sectoral brands, through the structural and process problems identification and also by making possible to suggest future management improvements to reduce the barriers that were identified.

The present study originality is the approach of the first analysis of sector brand management with emphasis on its structure and processes that were experienced by the Brazilian fashion sector.

Limited attention has been given to the study of social marketing at the graduate level. Such a study not only reveals research interests and trends, but also provides insights into the level of academic evolution or maturity of the social marketing field. This paper aims to examine social marketing as the subject of master’s theses.

A search strategy found 266 social marketing-focused master’s theses completed from 1971 to 2015. These theses were analysed by host countries, institutions, disciplinary contexts and degree programmes for which they were submitted.

Only four theses were submitted from 1971-1980 and eight completed in 1981-1990. The number of theses increased to 35 in 1991-2000, 118 between 2001 and 2010 and 101 in the past five years (2011-2015). The USA was the leading producer of social marketing master’s theses, followed by Canada, Sweden, China, South Africa, the UK and Kenya. A majority of theses were housed in the disciplines of business, health and communication, and none of them was submitted for a Master of Social Marketing degree.

This is the first study that investigates master’s theses with an exclusive focus on social marketing. Implications for the evolution, learning and teaching of social marketing are provided.

The paper aims to make a broad assessment of the proliferation of Master of business administration (MBA) degrees and to consider comparative value.

There is brief description and analysis of what MBAs are and are intended for, with best and worst kinds of provision discussed

The conclusion is that the whole concept of MBA needs to be rethought bearing in mind the wide variety of careers and ages of students.

The conclusion is that there should be more specialist masters degrees for mature professionals and better consideration should be given to real career needs of younger students.