Exploring MBA career success

Hay, Amanda; Hodgkinson, Myra

doi:10.1108/13620430610651877

Cited by 47 publications

(49 citation statements)

References 38 publications

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“…This situation, according to a partner in a large firm of headhunters also quoted by Hoare (2004, p. 19), was particularly true of firms in manufacturing. Hay and Hodgkinson (2006) similarly observed how the possession of an MBA often improved a person's 'career confidence' (p. 119), but that 'traditional career advancement does not necessarily follow the attainment of an MBA degree' (p. 119). A further consideration is that research has suggested that significant career advancement to the most senior levels of company management is likely to accrue mainly to MBA graduates of the 'top schools' (see Baruch and Peiperl, 2000).…”

Section: R Bennettmentioning

confidence: 99%

Reaching the Board: Factors Facilitating the Progression of Marketing Executives to Senior Positions in British Companies

Bennett¹

2009

British J of Management

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The scarcity of marketing executives on the boards of directors of large British companies has been the subject of much discussion in recent years. Yet empirical research into the antecedents of board membership for marketing managers has been sparse. This study surveyed senior marketers in 209 registered companies in the food and beverages manufacturing sector with the aim of establishing some of the main factors that distinguish marketing managers who had attained board level positions and those who had not. Possible determinants of board membership covered by the investigation comprised the personal background of the manager (elite credentials, functional specialism, knowledge of general and financial management, social behaviour, emotional intelligence), the competitive environment of the business, whether marketing performance was measured systematically, and the degree of the sales orientation of the firm.

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Section: R Bennettmentioning

confidence: 99%

Reaching the Board: Factors Facilitating the Progression of Marketing Executives to Senior Positions in British Companies

Bennett¹

2009

British J of Management

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“…There is a stream of literature that maintains that career success in personal terms may not necessarily equal public success. This approach advocates a distinction between ‘external’ and ‘internal’ careers and, accordingly, the external and internal measures of career success (Hay and Hodgkinson, 2006). The internal career is defined as a person's own subjective idea about work and life, and his or her role within it (Schein & Van Maanen, 1977).…”

Section: Career Success As a Measure Of Customer Valuementioning

confidence: 99%

“…There is a stream of literature that maintains that career success in personal terms may not necessarily equal public success. This approach advocates a distinction between 'external' and 'internal' careers and, accordingly, the external and internal measures of career success (Hay and Hodgkinson, 2006).The internal career is defined as a person's own subjective idea about work and life, and his or her role within it (Schein & Van Maanen, 1977). Internal career success thus refers to an individuals' judgement of their own success (Gattiker and Larwood, 1986) and self-fulfilment, challenge and satisfaction are frequently used to define it psychologically (Weick and Berlinger, 1989).…”

Section: Student Motivation and Value Innovation 357mentioning

confidence: 99%

Looking for Ways to Increase Student Motivation: Internationalisation and Value Innovation

Kuznetsov¹,

Kuznetsova

2011

Higher Education Quarterly

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Understanding what constitutes the perceived value of foreign education to international business students is critical for business schools in order to achieve their recruitment targets. One established method relies on a financial interpretation of the costs and benefits of business education. By contrast, this study advocates a holistic approach by employing the concept of "internal" and "external" career success as its theoretical underpinning. A survey of undergraduate Chinese students in two British business schools based on such approach provides confirmation of the importance of an individual's judgement of own success as the foundation of value-related expectations and suggests that academic practice should be concerned with a wider range of competencies and responses to individual attitudes, shifting emphasis towards a greater spectrum of social values.

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“…The work drawn upon here was part of a larger study of MBA alumni which sought to understand the ways in which their MBA experience was seen to contribute to management practice and careers (Hay & Hodgkinson, 2006;. Since there is a paucity of research which explores MBA programmes from the perspective of those that have actually undertaken them (Mintzberg, 2004), the study adopted an interpretive research approach with an emphasis on 'understanding the complex world of lived experience from the point of view of those who live it ' Schwandt (1994: 118).…”

Section: Methodsmentioning

confidence: 99%

Action learning in international settings: Possibilities for developing organising insight

Hay¹

2011

IJME

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Action learning approaches are seen to offer promise to troubled MBA programmes in providing increased attention to practice. However, whilst there is broad support for the use of action learning in management education, in practice its use is limited and issues remain in respect of the form it takes. Calls have therefore been made for research into the use of action learning as used in management education contexts to facilitate its diffusion and adoption. This paper provides an empirical consideration of a particular form of action learning: an MBA international consultancy project.Drawing upon student interviews the paper suggests that the form of action learning used here was imbued with opportunities to develop 'organising insight' (Vince, 2004). Furthermore, the paper highlights that the unfamiliar international location was especially significant in developing such insight.The paper suggests that forms of action learning which accentuate the unfamiliar can be of significant benefit in helping managers to understand taken for granted aspects of practice and thus provide particular promise for progressing critical management perspectives. In getting closer to practice, there is value in the use of teaching approaches which on face value might be seen to take managers further away from everyday practice.

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Exploring MBA career success

Cited by 47 publications

References 38 publications

Reaching the Board: Factors Facilitating the Progression of Marketing Executives to Senior Positions in British Companies

Reaching the Board: Factors Facilitating the Progression of Marketing Executives to Senior Positions in British Companies

Looking for Ways to Increase Student Motivation: Internationalisation and Value Innovation

Action learning in international settings: Possibilities for developing organising insight

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