http://www.bibsonomy.org/burst/user/callagialla/roleBibSonomy BuRST Feed for /user/callagialla/role2008-07-21T00:47:56+02:00http://www.bibsonomy.org/bibtex/22b2bd4eaa2eacc0d7f65290add192f77/callagiallacallagialla2008-03-20T21:14:41+01:00psychologySOCIAL consultantsBUSINESS BUSINESS schoolsEXECUTIVESSELF-employedKNOWLEDGE managementSOCIAL role <span style="color:#555555;">Christopher <a href="http://www.bibsonomy.org/author/Grey">Grey</a> </span><em>British Journal of Management</em><em>12(special issue):27-32</em>(<em>2001</em>)Thu Mar 20 21:14:41 CET 2008British Journal of Managementspecial issue27-32Re-Imagining Relevance: A Response to Starkey and Madan122001psychologySOCIAL consultantsBUSINESS BUSINESS schoolsEXECUTIVESSELF-employedKNOWLEDGE managementSOCIAL role Starkey and Madan (2001) propose that changing conditions of knowledge production mean that business schools face an increasing relevance gap which, if they do not respond, will be filled by management consultants and corporate universities. In this response, I question the core assumptions of their analysis, suggesting that they misunderstand both the historical role and present practices of universities and business schools. In particular they fail to understand the complexities of knowledge production, its relationship to practice and the importance of ‘independence’ which is the unique contribution that universities make to society. I argue that their proposal to bridge the relevance gap would, if adopted, have the effect of leaving business schools with no defensible social role. Thus, ironically, their ‘solution’ to the challenges facing business schools would in fact exacerbate the problems they currently face. ABSTRACT FROM AUTHOR Copyright of British Journal of Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) Starkey and Madan (2001) propose that changing conditions of knowledge production mean that business schools face an increasing relevance gap which, if they do not respond, will be filled by management consultants and corporate universities. In this response, I question the core assumptions of their analysis, suggesting that they misunderstand both the historical role and present practices of universities and business schools. In particular they fail to understand the complexities of knowledge production, its relationship to practice and the importance of ‘independence’ which is the unique contribution that universities make to society. I argue that their proposal to bridge the relevance gap would, if adopted, have the effect of leaving business schools with no defensible social role. Thus, ironically, their ‘solution’ to the challenges facing business schools would in fact exacerbate the problems they currently face. ABSTRACT FROM AUTHOR Copyright of British Journal of Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)http://www.bibsonomy.org/bibtex/2827506cc9dec338b00a7ba8315c6c476/callagiallacallagialla2008-03-20T21:01:58+01:00of study dispersing to teams. availability, information Looks (IBM) on role Machines keeping R&D International case Business teams focusing Information dispersed at teams, relating technologies, development research and global international resource markets. demands track the Indepth technologies look in while Detailed (R&D) significance analysis <span style="color:#555555;">Roman <a href="http://www.bibsonomy.org/author/Boutellier">Boutellier</a> and Oliver <a href="http://www.bibsonomy.org/author/Gassmann">Gassmann</a> and Holger <a href="http://www.bibsonomy.org/author/Macho">Macho</a> and Manfred <a href="http://www.bibsonomy.org/author/Roux">Roux</a> </span><em>R&amp;D Management</em><em>28(1):13-25</em>(<em>1998</em>)Thu Mar 20 21:01:58 CET 2008R&D Management113-25Management of dispersed product development teams: The role of information technologies.281998of study dispersing to teams. availability, information Looks (IBM) on role Machines keeping R&D International case Business teams focusing Information dispersed at teams, relating technologies, development research and global international resource markets. demands track the Indepth technologies look in while Detailed (R&D) significance analysis Looks at the role of information technologies, while focusing on the dispersing of research and development (R&D) teams, relating to keeping track of resource availability, and the demands of global markets. Indepth look at the significance of dispersed teams in international R&D; Information on the International Business Machines (IBM) case study; Detailed information on the analysis of the information technologies in dispersed R&D teams.