The degree is build around the thematic content of ethics and “creativity, sustainability” (Interview with CB, Head of Bachelor degree courses). The innovations in this degree are important and contain relevant aspects to which we will return later. However, since most of the new global space of management education is focused upon MBAs and Executive education these will be the focus for analysis (note that the Dr Chau Chak Wing building will host post-graduate and executive students). The revision of the MBA programmes begun only in 2010 and is still underway. The process aims at establishing a new MBA for Executives and a new in joint-venture with other institutions). The rationale for “Global MBA” (taught this revision was set mainly at the as CB, Dean of the Postgraduate courses, Deans’ level explains: at the Yale model, at looked at “Well we’ve looked we’ve looked Stanford, we’ve looked at the big American models and some of our home grown Harvard. We’ve ones here as well, and really tried to develop something a bit hybrid and that’s different from our current MBA. So we want things that are much more thematic in the way that they approach understandings of business. This has been informed by quite an influential book been around, called This is really that’s Rethinking the MBA. around the conceptual framework of knowing, being and Dean for doing” (CB, Postgraduate courses, Interview). The rationale, which stressed the knowing, doing and being ethos proposed by Datar, Garvin and Cullen, was closely aligned to a framework for design thinking. Within this framework, the for the interdisciplinary re-assessment of facts, “knowing” component stands “the frameworks, and that are thought and taught in Business Schools; the part theories” “doing” is related to the development of the and that make up the “skills, capabilities techniques” practice of management, for which it is believed that design thinking and creativity will be fundamental (in order to assess the of business world); while the ‘wicked complexity’ today’s is related to the and beliefs that Garvin “being” “values, attitudes, form managers” (Datar,
The degree is build around the thematic content of “creativity, ethics and sustainability” (Interview with CB, Head of Bachelor degree courses). The innovations in this degree are important and contain relevant aspects to which we will return later. However, since most of the new global space of management education is focused upon MBAs and Executive education these will be the focus for analysis (note that the Dr Chau Chak Wing building will host only post-graduate and executive students). The revision of the MBA programmes begun in 2010 and is still underway. The process aims at establishing a new MBA for Executives and a new “Global MBA” (taught in joint-venture with other institutions). The rationale for this revision was set mainly at the Deans’ level as CB, Dean of the Postgraduate courses, explains: “Well we’ve looked at the Yale model, we’ve looked at Stanford, we’ve looked at Harvard. We’ve looked at the big American models and some of our home grown ones here as well, and really tried to develop something that’s a bit hybrid and different from our current MBA. So we want things that are much more thematic in the way that they approach understandings of business. This has been informed by quite an influential book that’s been around, called Rethinking the MBA. This is really around the conceptual framework of knowing, being and doing” (CB, Dean for Postgraduate courses, Interview). The rationale, which stressed the knowing, doing and being ethos proposed by Datar, Garvin and Cullen, was closely aligned to a framework for design thinking. Within this framework, the “knowing” component stands for the interdisciplinary re-assessment of “the facts, frameworks, and theories” that are thought and taught in Business Schools; the “doing” part is related to the development of the “skills, capabilities and techniques” that make up the practice of management, for which it is believed that design thinking and creativity will be fundamental (in order to assess the ‘wicked complexity’ of today’s business world); while the “being” is related to the “values, attitudes, and beliefs that form managers” (Datar, Garvin