Perceptions of Faculty of the Impact of Teaching Executives on Personal and Professional Development

Vicere, Albert A.

doi:10.1080/07377366.1984.10400994

Cited by 2 publications

(1 citation statement)

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“…It was also found through a follow-up testing near the conclusion of the programme that long-term contact with faculty caused the Sloan Fellows' attitudes to shift towards the attitude positions of the faculty. Vicere [22] found that in the same manner, faculty attitudes towards business and management tended to shift towards those of executives for those faculty who had regular contact with executives in executive programme settings at Penn State University. The importance of these findings revolves around the notion that executive programmes may cause both executive participants and faculty to unfreeze their views towards management and develop a greater openness and awareness of differing management perspectives (the broadening factor).…”

Section: Justification and Analytical Studiesmentioning

confidence: 92%

University‐based Executive Education: Impacts and Implications

Vicere

1988

Journal of Management Development

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. IntroductionUniversity-based executive education programmes have played a major role in the development of upper-level managers since the onset of the Second World War. Megginson[l] noted:

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Section: Justification and Analytical Studiesmentioning

confidence: 92%