University‐industry partnerships in management development

Abstract

Examines the factors which underpin the success of industry‐academic partnerships in management development. Uses data drawn from an in‐depth case study of Cummins Engine Company Limited. Reviews the literature on company‐university partnerships and work‐based learning in management development and provides information on the background of the case‐study organization. Reports on the experience of developing management training programmes for supervisors and middle managers. Concludes by discussing the practical implications of forging closer links between industry and academia.

A process model for educonsulting

“…In conclusion, we found in our study that the EC process enabled both the COB and our partner finding corroborates previous studies on individual development (Baumann et al, 1996) and university application (Duderstadt, 1997) in that the sum is truly greater than the individual efforts of both organizations (Keithly and Redman, 1997;Hanna, 1998;Mintzberg and Gosling, 2002). Given the often large rift between academia and industry, more longitudinal studies need to be conducted to assess the real impact of employee education programs.…”

Introducing innovation in a management development programme for a UK primary care organisation

“…The project design and methodology used draws on the case study approach (Yin, 1994; Hartley, 2004), which has as one of its major strengths the ability to deal with a full variety of evidence beyond what might be available in the conventional historical study and is particularly useful in exploring contemporary issues. The paper builds on previous studies documenting the concept of partnership between employers and education providers within the NHS and other sectors using the case study approach (see Keithley and Redman, 1997; Smith, 2000; Borwankar and Velamari, 2009).…”

Training partnerships in the NHS: targeting information technology

“…The partnership faced a number of problems along the way with the major one being that it ended up as a short-term solution as the funding arrangements it was reliant on came to an end. It had failed what has been dubbed the acid test for this type of partnership (Keithley and Redman, 1997) Whilst taking into account the issues raised above, this case study does demonstrate how a partnership of this nature can provide a way forward for NHS organisations to deal with their future IT training needs at a time when there is a large IT agenda within the Health Service.…”