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Convergence and divergence dynamics in British and French business schools: how will the pressure for accreditation influence these dynamics?

Thomas,L, Billsberry,J, Ambrosini,V and Barton,H 2014, Convergence and divergence dynamics in British and French business schools: how will the pressure for accreditation influence these dynamics?, British journal of management, vol. 25, no. 2, pp. 305-319, doi: 10.1111/1467-8551.12007.

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Title Convergence and divergence dynamics in British and French business schools: how will the pressure for accreditation influence these dynamics?
Author(s) Thomas,L
Billsberry,J
Ambrosini,V
Barton,H
Journal name British journal of management
Volume number 25
Issue number 2
Start page 305
End page 319
Publisher Wiley-Blackwell Publishing
Place of publication Chichester, England
Publication date 2014-04
ISSN 1045-3172
1467-8551
Keyword(s) Social Sciences
Business
Management
Business & Economics
MANAGEMENT EDUCATION
COMPETITIVE ADVANTAGE
FORMAL-STRUCTURE
LEGITIMACY
ISOMORPHISM
FIRM
AMERICANIZATION
ORGANIZATIONS
GLOBALIZATION
PERSPECTIVE
Summary This paper focuses on convergence and divergence dynamics among leading British and French business schools and explores how the pressure for accreditation influences these dynamics. We illustrate that despite historical differences in approaches to management education in Britain and France, these approaches have converged partly based on the influence of the American model of management education but more recently through the pursuit of accreditation, in particular from the Association to Advance Collegiate Schools of Business and the European Quality Improvement Standard. We explore these dynamics through the application of the resource-based view of the firm and institutional theory and suggest that, whilst achieving accreditation is a necessary precursor for international competition, it is no longer a form of competitive advantage. The pursuit of accreditation has fostered a form of competitive mimicry reducing national distinctiveness. The resource-based view of the firm suggests that the top schools need a more heterogeneous approach that is not easily replicable if they are to outperform the competitors. Consequently, the convergence of management education in Britain and France will become a new impetus for divergence. We assert that future growth and competitive advantage might be better achieved through the reassertion of national, regional and local cultural characteristics. © 2013 British Academy of Management.
Language eng
DOI 10.1111/1467-8551.12007
Field of Research 150311 Organisational Behaviour
Socio Economic Objective 970113 Expanding Knowledge in Education
HERDC Research category C1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2014, Wiley-Blackwell Publishing
Persistent URL http://hdl.handle.net/10536/DRO/DU:30069480

Document type: Journal Article
Collection: Deakin Graduate School of Business
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