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How can studying the case of the modern business school potentially give us a better understanding of the phenomenon of complex collaborations? (Gregoire & Prigogine, 1989; Peak & Frame, 1994; Stacey, 1995). Why does a business school need to enter into complex collaborations? (Lorange, 2000, 2002c, 2003). As a starting position, we should recognize that the activities of the classic business school are generally rather mature. There is fierce competition among business schools, the supply is abundant, and there are only a few established, elite business schools that can be seen as being truly different from the large agglomeration of schools. As such, we can see the business school arena as relatively mature, even atomistic.

Soon Ang (Ph.D., Minnesota) is the distinguished Goh Tjoei Kok chair professor in strategy, management, and organization at the Nanyang Business School, Nanyang Technological University, Singapore. She has published in Academy of Management Journal, Information Systems Research, Journal of Applied Psychology, Journal of Organizational Behavior, Management Science, MIS Quarterly, Organization Science, Social Forces, and others. She has co-authored two books on cultural intelligence published by Stanford University Press. Her research focuses on cultural intelligence, global leadership development, foreign talent management, and outsourcing (E-mail: asang@ntu.edu.sg).