Critiques of Masters in Business Administration strategic management education have centered on the failure to adequately integrate two core orientations of the strategic management process, that is, analysis and implementation. Thus, attempts to measure assurance of learning in strategic management capstone courses will inevitably reveal gaps in the degree of deep learning that has occurred in a business program. In this article, we argue that a linear or serial approach to case analysis is a prime culprit in contributing to weaknesses in deep learning and critical thinking. This approach encourages weak reflections, lack of innovation in generating strategic options, and poor implementation planning. We analyze various contemporary approaches to strategic management education in relation to deep learning outcomes and, relying on Bloom’s taxonomy, we propose an alternate, reflection-based framework for teaching strategic management culminating in a discussion on its implications for teaching and practice.

PurposeThe purpose of this research paper is to study the governance of smart/intelligent community projects through an analysis of the level of team effectiveness of collaborative telecommunication networks.Design/methodology/approachThe research is based on a census of all Canadian smart community projects. A high‐performance team effectiveness instrument identified, through a performance score, whether smart community teams (board of directors or steering committees) are functioning as high‐performance teams. A total of 76 networks were found and 28 responded. Each network is managed by three to nine board members and therefore the researcher received 72 valid questionnaires.FindingsTeams, in highly innovative and transformational environments, and involving a variety of community stakeholders, face more challenges in their ability to perform as a high‐performance team. They tend to perform reasonably well in assigning roles and goals, but are having more difficulty managing feedback, establishing a good structure, solving problems and managing relationships.Practical implicationsSmart/intelligent communities are reuniting several organizations to improve their community or region in social and economic terms. Their level of effectiveness could impact the achievement of group goals and thus impact all citizens within their geographic area.Originality/valueThe research provides additional information on the weaknesses that smart/intelligent communities are facing in managing their teams, which could lead to better solutions for network governance and collaboration within a multi‐organizational structure.

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Being able to connect high-speed computing and other information technologies into broadband communication networks presents local communities with some of their best chances for renewal. Such technologies are now widely perceived to be not just a nice amenity among corporations and such non-profit organizations as universities but a social and economic necessity for communities struggling to find their place in a rapidly changing world. Today, citizens want and expect their local communities to be “wired” for broadband digital transactions, whether for family, business, education or leisure. Such networks have become a necessity for attracting and retaining the new “knowledge workforce” that will be key to transforming communities into digital societies where people will want to live and work. Since the Internet is a global phenomenon, some of the challenges of globalization for local communities and regions are introduced in this article and suggestions for turning those challenges into opportunities are offered. To attain maximum benefit from the new wired and wireless networks, local strategies must be developed for its implementation and applications must be chosen with some sensitivity to local needs. New Growth theory is used to show why communities must plan their development agenda, and case studies of the Intelligent Community Forum are included to show how strategically used ICTs are allowing local communities to be contributors in global markets.