Articles 11 to 14 of 14
Corporate Culture as a Road Map to Success
Everyone knows the legendary success stories of corporate culture -- Southwest Airlines comes immediately to mind -- but research has not been able to pin down exactly how culture influences financial performance. Researchers at the W. P. Carey School of Business set out to find the link. The answer, they discovered, was in the realization that there is no one simple path leading from cultural values to outcomes. The reality is much more complex: The connection between corporate culture and financial success is actually indirect.
China MBAs Prepare for Growing Market Economy
Chinese students used to look abroad for graduate business education, but increasingly stringent visa regulations and the importance of maintaining local professional networks have made local and joint-venture programs in China much more attractive. The W. P. Carey MBA Shanghai is an example of a customized joint venture program. The rigorous curriculum is delivered by an international faculty in an atmosphere characterized by spirited classroom give-and-take. Recently its first class of students -- an elite group of Chinese executives and government officials -- received their degrees.
Will Your Next Business Mistake Be Fatal? Avoiding a Chain of Mistakes that Can Destroy Your Organization
This is not a book about crisis management. It is not about managing public relations, the victims, the lawyers, or the shareholders. It is about discipline, culture, and learning from the experiences of others to improve the odds that you can avoid the things we label as accidents, disasters, or crises altogether. In Will Your Next Business Mistake Be Fatal?, Robert E. Mittelstaedt, Jr. argues that even if you do not totally avoid such situations, knowledge of the typical patterns that occur should help you create an organization that is observant enough to intervene early and minimize damage.
Business Schools Seeing Resurgence in Custom Executive Education
More than half of those enrolled in executive education programs participate in a customized program. Business schools today are reporting what one director called a "permanent trend" toward programs that are designed around company initiatives for groups of employees. These programs create substantial value for firms, however organizations lose the benefit of the new ideas that grow out of interactions between people from different companies and industries. Will a hybrid model emerge?
