Call for Papers - Risk Management in Higher Education – Managing Academia in Turbulent Times

Special Issue Call for Papers: International Journal of Educational Managementijemcover
Risk Management in Higher Education – Managing Academia in Turbulent Times

Guest Editors:     
  • Eric Cornuel, European Foundation for Management Development, Belgium & HEC Paris, France
  • Ulrich Hommel, EBS Business School, Germany & European Foundation for Management Development, Belgium
Theme
A. The Context
Higher education institutions are operating in an increasingly dynamic environment. Demographic shifts, rising market transparency and accountability, changing consumption patterns and the emergence of new competition are exposing the higher education sector to levels of risk never encountered before. Deregulation and new funding models are forcing presidents, deans and senior managers to embrace market challenges with the effect of further enhancing performance volatility. As a consequence, what has been said about management in general increasingly applies to higher education management as well: Institutions are managed well if they manage their risk position well. In addition, regulatory oversight bodies are beginning to acknowledge the need to align the intensity of supervision and control with institutional risk-taking.

Despite the high priority assigned to risk management in a practical context, the academic literature has largely ignored this emerging field of research so far. In the light of the impact of recent economic downturns on higher education and the concerns how continued turmoil in financial markets may put a considerable number of institutions into a state of budgetary distress, there is clearly a need to examine this issue more closely from a research perspective. Over the past two decades, risk management has developed into a vibrant field of research, in particular in finance and operations management. In contrast, the higher education literature on risk management is dominated by practice-based publications and still lacks an appropriate academic research foundation. The special issue intends to address this shortcoming.

B. Purpose
The purpose of this special issue is to advance the understanding of the specific nature of risk management in higher education institutions. With this perspective in mind, this Call for Papers seeks to expand knowledge in this area and provide a discussion forum for researchers in higher education as well as business & management. It presents a unique opportunity for researchers to gather and explore previously untapped synergies between these so far largely separate areas of research.
The special issue invites conceptual and empirical papers, presenting cutting edge research on risk management in higher education. Papers may be theoretical or applied but should in all cases have a clear relevance to risk management practices in higher education.

C. Research Questions

This call seeks contributions on any aspect of risk management in higher education. Papers can for example focus on:
  • Risk management methodologies and risk management performance
  • Financial and operational risks (and the interaction between them)
  • Incentive issues, governance and regulation
  • Strategic decision-making and risk taking
Suggested questions to be explored include (please note that these questions are only intended to serve as examples and are not meant to restrict submissions in any way):
  • What are the strengths and weaknesses of risk management methodologies currently used in the higher education sector?
  • What is the relationship between financial performance and competitive positioning of higher education institutions?
  • How effective are different governance models in controlling risk-taking behaviour of senior management?
  • What is the impact of internationalization on risk-taking behaviour of higher education institutions?
  • How are different trends (e.g. demographic change, changing funding models, rising market orientation, managerialism, shift towards blended/online/distance learning) affecting performance volatility and financial health of higher education institutions?
  • What is the impact of deregulation and privatization on risk taking in higher education?
  • How can established risk management methodologies of the corporate sector (e.g. Cash Flow at Risk) be used to measure and mitigate risk exposures in higher education?
  • How is regulatory oversight impacting risk-taking behaviour of higher education institutions?
  • What are the need and scope of risk-based regulation of the higher education sector?
We welcome submissions of high-quality papers on all topics related to risk taking, risk management and risk regulation in a higher education context. They may use any type of higher education institution as a focal point (universities or subunits thereof such as business schools, public or private, non-profit or for-profit). Contributions can develop theoretical frameworks, synthesize the existing body of knowledge, present strategic problem-solving applications or offer empirical evidence. Successful submissions will employ accurate methodologies and develop their arguments on the basis of rigorous analysis.
 
D. The Journal
The International Journal of Educational Management provides those interested in the effective management of the educational process with a broad overview of developments and best practice in the field, with particular reference to how new ideas can be applied worldwide. The journal contains material relating to innovation in educational management across the spectrum, the development of educational delivery mechanisms, and the creation of an environment in which the management of resources provides the most efficient outputs achievable on an international basis to allow the sharing of new initiatives. Each article is submitted to a double blind-review process to ensure that academic integrity is maintained

Submissions
To be considered for publication in this special issue, manuscripts must be received by February 15, 2013. Submissions must comply with the author guidelines for this journal:
http://www.emeraldinsight.com/products/journals/author_guidelines.htm?id=ijem

Expressions of interest to submit a paper and other queries should be sent directly to the special issue co-editor, Ulrich Hommel (This email address is being protected from spambots. You need JavaScript enabled to view it.).

Management Skills for Growth: EFMD EU Affairs Call to Action

management-stylesAdrian Wooldridge (Management Editor, The Economist), Alexander von Gabain (Chair of the European Institute for Innovation and Technology - EIT  and Santiago Iniguez (President of IE Business School and President of IE University) gave opening statements at the EFMD April Roundtable: Management Skills for Growth. A full report on the roundtable is available here and video highlights are below. Readers are also invited to comment on the EFMD Call To Action “Management Capacity: The Missing Link to set up value creation and innovation in Europe” by mid June 2012.



Three key suggestions concluded from this roundtable are:

  • Re-inventing the EU innovation model: The current European innovation strategy design tends to be based on a stable evolutionary model. This approach needs to be changed. The idea of supporting the creation of high-growth companies in Europe is highlighted as an important element. It is also suggested to re-prioritise policy objectives, to avoid trying to achieve everything at the sametime. Too many equivalent priorities lead to no priorities.

  • Developing skills for future leaders: There is a call to develop humanistic managers who are not only expert in management techniques, but also have the capacity to understand and deal with cross-disciplinary and inter-cultural issues.

  • Entrepreneurship: The possibility to exploit knowledge and capital from all entrepreneurs needs to be further addressed. Entrepreneurial mid-sets are required in all types of organisations, small and large, pubic and private.
The Call to Action addresses key issues such as the inclusions of management education in scientific and engineering studies, supporting entrepreneurial mind-sets and values from school-level onwards, and providing community research funding for important fields such as design thinking, open innovation and organisational sociology. This paper is to be used as the essential basis for EFMD EU Affairs’ interactions with the EU policy makers as well as relevant consultation and networking activities in the coming future. You are invited to comment on the EFMD Call to Action, please send your comments and feedback to: This email address is being protected from spambots. You need JavaScript enabled to view it.

Martine Plompen, Associate Director, Research & Surveys Unit, EFMD
Jocelyne Wang, Manager, EU Affairs Unit, EFMD

Latest issue of EFMD's Global Focus now online

issue  2012 coverThe latest issue of EFMD's magazine Global Focus is now available online in English & Chinese. Highlights include Deans Across Frontiers, Customised Executive Learning – A Business Model for the 21st Century, Unlikely Heroes, From Rankings to Ratings and What is the European Management School Model?

1 In Focus

4 Talking Shop
EFMD celebrates its 40th birthday
Tomorrow's MBA
Mathias Falkenstein joins EFMD
EQUIS accreditation for three new business schools

6 International Deans’ Programme

8 Deans Across Frontiers
As EFMD launches its Deans across Frontiers initiative, Professor Chris Greensted looks at its mission of promoting excellence in business and management education worldwide

12 Customised Executive Learning – A Business Model for the 21st Century
A new design for tailored executive education is emerging – Gert-Jan van Wijk and Jamie Anderson report on the Platform model

17 What is the European Management School Model?
Over the last ten to fifteen years the identity, importance and legitimacy of european management schools has been strongly established in the context of the ‘business of business schools’, writes Howard Thomas

22 Business Schools and Society – Opportunities and Accountability
Business schools can create new opportunities, says Alfons Sauquet, if they continue to take stock of their role in society

26 Risky Business? Do you know what your risk exposures are?
Institutional and regulatory perspectives from Ulrich Hommel, Roger King, and Anna Pastwa, who open the debate on risk management in the business school community

30 Unlikely Heroes
A 21st century publishing revolution? John Peters looks at the post-publication environment and its unlikely heroes

34 Defining the role of business schools
Baback Yazdani, Dean of Nottingham Business School, looks at how business schools across the globe might define their role

38 From Rankings to Ratings
Roberts Rubin, Eric C Dierdorff and Fredrick P morgeson look at the significant changes to mBa programme quality, due in part to media ranking

42 Busting Boundaries to Accelerate Business Transformation
A recent EFMD CLIP workshop shedded light on siemens’ transformation from troubled company to role model. Andrew Rutsch explains how Corporate Learning played a key role in this strategic renewal

46 Using “action strategy” to transform a business school
George Yip reports on his programme of action strategies to transform Rotterdam School of Management

50 Case by Case
Stephanie Hussels describes how Cranfield uses case study writing as a means of integrating research, teaching, and practice on the mBa course

54 Closing the gap
Lin squires and elmar husmann show the significant gap between the perception and reality of Open education

56 The Human Factor: the emerging user experience discipline
William m. Gribbons explains why, increasingly, leading organisations demand a balance of the user perspective with the traditional focus on technology, and how business schools can fulfil this need

60 GMAC

Dr Tony Kinder on selecting for success

If you would like to share, Tweet, blog, post or simply pass on any of the content in Global Focus you are most welcome - all we would kindly ask if that EFMD is referenced as the source. If you are interesting in contributing a feature to future issues please contact Matthew Wood - This email address is being protected from spambots. You need JavaScript enabled to view it.

Goodbye to our dear friend Jim Herbolich

jim close upMany members will now be aware that Jim Herbolich passed away in early April. Jim had been seriously ill for some time and died peacefully in his sleep on 8 April 2012.

It is hard to put into words just how much he will be missed both as a colleague and friend.  Jim was a pillar of EFMD, kind to everybody, attentive, and wonderful to work with. His  contribution to the development of EFMD over the past decade has been immense and the organisation feels a little bit like an orphan now.

Jim was involved in the world of education ‒ his life-long passion ‒ for nearly 40 years. He was a scholar of management, both as a teacher and as a researcher and was a faculty member of the Human Resources Management Department of ESADE business school in Barcelona, Spain. He was also a formidable practising manager and administrator himself, with particular skills in man-management and motivation.

Jim was American-born though he spent most his life outside that country and was Director of Network Services at EFMD for 11 years where he held overall charge of Membership, Business School Services, Corporate Services, and Research and Surveys. As such, his old-world charm, politeness and universal friendliness pervaded the whole EFMD organisation, laying the foundations for the relaxed professionalism that it exhibits today. To EFMD staff and to the many members who knew him well, Jim meant friendship, kindness, openness, guidance and advice  ‒ and great company.

For me he was a kindred spirit, a loyal and dear friend who had a profound influence on my life and I will miss him greatly. In fact everyone who had the pleasure of knowing him will miss him greatly but his legacy will live on through the work of EFMD in the future.  I also know that Jim would not want us to be sad, rather he would want us to celebrate his wonderful life and many achievements. At the moment this is very hard on all of us but with time I am sure we will be able to look back with a smile on our faces at a truly remarkable man.

Goodbye my friend – I will never forget you.

Eric Cornuel

“Learning Inc ! The growth of learning and development consulting inside the L&D landscape”

index1Join us for EFMD's Sharing Best Practice CLIP workshop hosted by EDF Corporate University for Management on (20-)21 September 2012 in Paris (Chatou). David Jestaz, Director, EDF Corporate University will share his experience with you and other speakers will include Edith Lemieux, Head of Air Liquide University, Thomas-Olivier Léautier, Professor of Management at the University of Toulouse and Anna Simioni CEO of UniManagement Unicredit Group.

Traditionally in a large number of companies corporate L&D organisations were tasked with the challenge of integrating employees into a single corporate culture. However more and more L&D organisations are challenged to be relevant in the short term and deliver immediate impact. In doing so, the line between traditional learning provision and consulting service is blurring. Beyond the ability to design customized programmes for the business units, there is a growing need for broader upstream services that guarantee alignment of strategic objectives, organizational development and L&D solutions. The central learning entity is called upon to intervene at the problem definition and needs analysis level in support of the business units, even if a subsequent learning & development intervention is not required or even envisaged in a number of cases.

This evolution has created the challenge for central L&D entities to create their own consulting services inside their larger portfolio of activities. At the same time, external vendors, who are reacting to the same trend, are offering both consulting and L&D solutions. In short, corporate universities as well as training firms and Business Schools are beginning to offer consulting services, while consulting firms are starting to build learning capabilities.

This trend deserves more thorough and comprehensive exchange to address a number of issues:
  1. Do we fully understand why this phenomenon has emerged and to what extent this broader consulting role is different from the traditional provision of customized programmes?
  2. Facing this growing demand, how should the L&D organisation within a company design such an offer (business model, pricing, value chain etc…)?
  3. What is the mandate of this L&D consulting practice? How does it fit into the wider landscape of L&D and other internal consulting services?
  4. What are the competencies required to staff such a service? Does it create a natural need to partner with other internal structures or with outside vendors in order to fully integrate a structured service offer?
  5. What is the legitimacy of this consulting service over time?
This workshop is free of charge for EFMD members and by invitation only. It is dedicated to corporate learning and corporate HR practitioners from companies. For more information, please contact Shanshan GE  This email address is being protected from spambots. You need JavaScript enabled to view it.

EFMD Excellence in Practice Awards 2012 – Still time to apply!

eipcoverThe deadline to submit your case to the 2012 EFMD Excellence in Practice Awards is now approaching and we look forward to receiving your cases by 1st May 2012.  The EiP winning cases will be presented and awarded during the EFMD 2012 Executive Education Conference hosted by  Instituto Internacional San Telmo on 3-5 October 2012 (Sevilla, Spain).  Registrations for that conference are already open.

The EFMD Excellence in Practice Award attract case studies showcasing outstanding Learning and Development (L&D) partnerships. Fields might include Leadership, Professional, Talent or Organization Development and the programme described in the case should be deployed by an organisation either together with its in-house L&D unit or with an external L&D provider (Business School, Executive Education Center, etc...). Case-studies must demonstrate Operational Excellence (e.g. sustainable partnership & effective learning environment etc.); Excellent Programme Management (e.g. design, delivery, evaluation, selection methodology of participants etc.); and above all Strong Business Impact (e.g. alignment with corporate strategy, impact for company, incorporation in corporate HR processes etc).

Winners in 2011 included: ArcelorMittal, CCL, Emerging World, ING Bank, INSEAD, Microsoft, Royal Bank of Scotland, Royal Philips Electronics, the world we work in, TMA World and Wharton.

Please make sure that your entry to the Awards is submitted by the 1st of May 2012 via the online registration process. The detailed assignment brief, submission guidelines and online registration process are available here.

Information session webinars have been organised over the last few weeks that provide detailed instructions and tips on how to apply. If you are interested in getting the session recordings, please contact Florence Grégoire - This email address is being protected from spambots. You need JavaScript enabled to view it.

If you have any questions or would like to express an interest in taking part please contact Florence Grégoire - This email address is being protected from spambots. You need JavaScript enabled to view it.

Latest updates available to the EQUIS & EPAS Quality Documents

epasequisThe Quality Services Office is happy to present the 2012 version of the EQUIS and EPAS Documents. Every year the Quality Services Department revises its documentation to improve the quality of its accreditation services. The revision includes changes to:

-    EQUIS Standards and Criteria
-    EQUIS Process Manual
-    EQUIS Process Manual Annexes
-    EPAS Process Manual
-    EPAS Process Manual Annexes
-    EPAS Standards and Criteria

Some of the key changes are:

•    A new annex on the provision of the distance learning programmes (EPAS)
•    Fundamental changes to the EPAS Doctoral criteria (EPAS)
•    A strengthening of aspects of academic learning (EPAS)
•    Revised Peer Review Visit Schedule Templates (EQUIS and EPAS)
•    Many minor improvements in the accreditation process (EQUIS and EPAS)

A new re-accreditation procedure for EQUIS Schools that received 5 year accreditation three consecutive times is currently being fine tuned. Since it will only be of application for the first time to a few schools in their reviews in 2013, it will be published as a separate document in March 2012. After this pilot testing, it will be incorporated to the EQUIS Process Manual in 2013.

For more detailed information, please consult the relevant lists of changes and the new versions of the documents on our website. Schools are advised to use the most recent version of the documents when preparing for the next step in the accreditation process.

EFMD launches EDAF – EFMD Deans Across Frontiers

EDAF logo13-LREFMD Deans Across Frontiers (EDAF) aims to assist Business Schools to develop further through mentoring of the institution’s Senior Management Team. DAF is the third service offered by the EFMD Quality Services Department that complements EQUIS and EPAS and as with the accreditation systems, the school will undergo a Self-Assessment and Peer Review Process. Following the assessment by the Peer Review Team, the School will benefit for a three-year period of mentoring by an experienced former Dean and will progress towards defined development objectives. The EFMD will assure the effectiveness of the process through systematic progress tracking.

EFMD has a mission to promote excellence in business and management education worldwide. This is partly fulfilled by its existing accreditation systems, EQUIS and EPAS, which are aimed at the very top schools. However, EFMD also has a social responsibility to support all levels of schools, whether they be members of EFMD or not. The launch of EFMD Deans Across Frontiers is the response to this need. Fees are charged for DAF but applications are invited for full or partial-funding scholarships on a case-by-case needs basis.

The spirit of DAF and especially the relationship between mentor and institution is one of mutual cooperation and learning.  The mentoring and evaluation of a School has to consider the educational, cultural and political environment in which the institution operates and to relate it to a wider international context. It is not the intention of DAF to promote any particular model of Business School, but to give contextualised assistance or advice.

The EDAF Committee convened for the first time on 18 October and the system was presented in November at the EFMD Africa Conference in Cape Town and the EFMD MENA conference in Casablanca.

The pilot phase has now been officially launched and the EDAF office is happy to receive applications. As DAF is still at an early stage of development, individuals and institutions are invited to become involved with EDAF as mentor, reviewer, donor or godfather institution.

If you are interested in DAF or have any questions please email This email address is being protected from spambots. You need JavaScript enabled to view it.

Join us for EQUIS and EPAS Accreditation Seminars in Casablanca, Morocco

On 15 November and 16 November, EFMD is organising EPAS and EQUIS Accreditation seminars just after the EFMD conference in the MENA Region in Casablanca (Host: ESCA- Ecole de Management). The seminars will be led by two highly experienced accreditation directors at EFMD.

The seminars are designed for institutions considering applying for EPAS (the EFMD Programme accreditation system) or EQUIS (the European Quality Improvement System – whole school accreditation) or for those already holding active eligibility in either system. The aim of the seminars is to give participants a deeper understanding of the EPAS or EQUIS accreditation systems. This is highly recommended for any School that wants to go through these accreditation exercises and the extra insights gained from the seminars might make all the difference towards achieving successful accreditation.

The seminars will cover the following areas:

•    The interpretation and practical application of the EPAS / EQUIS Standards and Criteria
•    Understanding the process as explained in the EPAS / EQUIS Manuals and Application Datasheets
•    The use of the key stages of the EPAS / EQUIS Accreditation processes for quality improvement
•    The preparation of an effective and informative Self-Assessment Report
•    The optimal timing of the EPAS / EQUIS Accreditation process

Do not miss this wonderful opportunity to find out more about EPAS or EQUIS accreditation and the value it can bring to your school. Registrations are open and places are limited. Sign up for both seminars and profit from a reduced fee.

For more information on the accreditations processes visit - EPAS and EQUIS.

Accreditation, a key issue for management schools

"Avant tout, il faut comprendre que nous ne sommes pas dans une logique de sanction, souligne Eric Cornuel, directeur général de l’EFMD (lire ci-contre), qui délivre le label Equis à 18 institutions en France et 129 dans le monde (dont 30 % hors Europe). Notre objectif est d’être des vecteurs de progrès pour les institutions."

+ More // Les Echos

Sasin earns US and EU accreditation

equis_logo The Sasin Graduate Institute of Business Administration at Chulalongkorn University has become the only higher learning institution to earn both US and European accreditation. In December, it was accredited with EQUIS (European Quality Improvement System)......... "Regarding the European accreditation, the emphasis of the European Foundation for Management Development (EFMD) is more on practicality as the EFMD consists of both business and academic interests." + More // The Nation

Pinnacle of Sasin's Pride - 2011 EFMD Awards Ceremony