A sustainable model for business schools

Howard Thomas, Kai Peters

Research output: Contribution to journalReview article

7 Citations (Scopus)

Abstract

Purpose: The purpose of this paper is to provide insight into the financial models used by business schools, with a specific focus on the cost side of the model. Design/methodology/approach: The paper systematically looks at sources of revenue and areas of expenditure under different business school models. Findings: The paper finds that the faculty model used by many business schools, with the need to devote significant effort to generate academic publications, is very cost intensive and not efficient. The paper suggests that alternative models can be developed which would make business schools more financially sustainable. Originality/value: While there has been a lot of societal attention paid to sources of income, most notably tuition, very little attention has been paid to the actual use of resources within the business school environment or to alternative models which could be used to deliver high quality education at lower cost.

Original languageEnglish
Pages (from-to)377-385
Number of pages9
JournalJournal of Management Development
Volume31
Issue number4
DOIs
Publication statusPublished - Apr 2012
Externally publishedYes

Fingerprint

Business schools
Business Schools
Costs
Alternative models
Education
Design methodology
Income
Revenue
Resources
Financial models
Expenditure
Tuition
Originality
Methodology

Keywords

  • Business schools
  • Competition
  • Costs
  • Finance
  • Financial structures
  • Performance measures
  • Private providers

ASJC Scopus subject areas

  • Business, Management and Accounting (miscellaneous)
  • History

Cite this

A sustainable model for business schools. / Thomas, Howard; Peters, Kai.

In: Journal of Management Development, Vol. 31, No. 4, 04.2012, p. 377-385.

Research output: Contribution to journalReview article

Thomas, Howard ; Peters, Kai. / A sustainable model for business schools. In: Journal of Management Development. 2012 ; Vol. 31, No. 4. pp. 377-385.
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