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研究生:威利凱
研究生(外文):Ken, Willis
論文名稱:跨領域人脈經營與MBA教育之探索性研究
論文名稱(外文):Boundary-spanner development in MBA education: an exploratory study
指導教授:吳武明吳武明引用關係
指導教授(外文):Wu, Woomin Francis
學位類別:碩士
校院名稱:國立交通大學
系所名稱:企業管理碩士學程
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2010
畢業學年度:98
語文別:英文
論文頁數:28
中文關鍵詞:Boundary-spannerLeadership educationGlobal MBAInternational MBA
外文關鍵詞:Boundary-spannerLeadership educationGlobal MBAInternational MBA
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Globalization and economic realities in the aftermath of a recent global recession provide some incentive for more individuals to enroll in an MBA program to improve their future job outlook. Critics contend that MBA education is often too canonical and authoritarian at a time when our world and organizations are becoming networks of eclectic knowledge. Rapidly advancing technologies and ever expanding market opportunities indicate that a different kind of leader, manager, entrepreneur is needed, and so too, perhaps an added emphasis in leadership education.
This paper argues that more highly skilled and capable boundary-spanners are needed that can identify and resolve complex issues being faced by managers, entrepreneurs and leaders across professions, organizations, and countries. Business school MBA programs have provided a channel for leadership development and therefore can have a significant impact in facing this growing need. It is suggested that boundary-spanner education should involve a more critical focus on communication skills, networking and culture-brokering – concerns unintentionally being left to chance in many business schools today.
Based on a study that included International MBA and Global MBA program students at five top university graduate business schools in Taiwan, recommendations are offered to help enhance boundary-spanner education. In their rather unique cross-cultural context, students enrolled in these I/GMBA programs offer constructive insight into how we may equip future managers, entrepreneurs and leaders with the boundary-spanner skills and abilities required in a complex global environment.

Globalization and economic realities in the aftermath of a recent global recession provide some incentive for more individuals to enroll in an MBA program to improve their future job outlook. Critics contend that MBA education is often too canonical and authoritarian at a time when our world and organizations are becoming networks of eclectic knowledge. Rapidly advancing technologies and ever expanding market opportunities indicate that a different kind of leader, manager, entrepreneur is needed, and so too, perhaps an added emphasis in leadership education.
This paper argues that more highly skilled and capable boundary-spanners are needed that can identify and resolve complex issues being faced by managers, entrepreneurs and leaders across professions, organizations, and countries. Business school MBA programs have provided a channel for leadership development and therefore can have a significant impact in facing this growing need. It is suggested that boundary-spanner education should involve a more critical focus on communication skills, networking and culture-brokering – concerns unintentionally being left to chance in many business schools today.
Based on a study that included International MBA and Global MBA program students at five top university graduate business schools in Taiwan, recommendations are offered to help enhance boundary-spanner education. In their rather unique cross-cultural context, students enrolled in these I/GMBA programs offer constructive insight into how we may equip future managers, entrepreneurs and leaders with the boundary-spanner skills and abilities required in a complex global environment.

English Abstract ……………………………………………………………. i
Acknowledgment ……………………………………………………………. ii
Table of Contents ……………………………………………………………. iii

Chapter I Introduction ……………………………………………… 1
Background of Problem ……………………………….. 1
Statement of Problem …………………………………. 2
Definition of Terms …………………………………… 4
Research Question ……………………………………... 5
Significance of the Study ……………………………… 5
Chapter II Literature Review ………………………………………… 6
Boundary-Spanners ……………………………………. 6
Leadership Education …………………………………... 7
Chapter III Methodology …………………………………………….. 8
Subjects ………………………………………………… 8
Instrument ….……………. ……………………………. 8
Administration …………………………………………. 9
Chapter IV Findings ………………………………………………….. 10
Review of the Problem ………………………………… 10
Discussion of the Findings ……………………………. 11
Chapter V Conclusion ………………………………………………. 20



Bibliography ……………………..………………………………………………. 25
Appendix 1 – Survey Questionnaire ……………………………………………… 26
Boundary Spanner and leadership
1. Bachmann, R., (2001) Trust, power and control in trans-organizational relations. Organization Studies, Vol. 22, No. 2, pp. 337-365.
2. Challis, L., S. Fuller and M. Henwood et al., (1988) Joint approaches to social policy. Cambridge: Campbridge University Press.
3. Farr, John V. and Donna M. Bazil, (2009) “Leadership Skills Development for Engineers,” Engineering Management Journal, Vol. 21, No. 1, pp. 3-8, March.
4. Friend, J.K., J.M. Power, and C.J.L. Yewlett, (1974) Public planning: the inter-corporate dimension. London: Tavis-tock.
5. Hamel, Gary. (2010) Management Innovation Exchange, http://www.managementexchange.com/.
6. Hornby, S., (1993) Collaborative care. Oxford: Blackwell.
7. Hosking, D-M. and I.E. Morley, (1991) A social psychology of organizing. London: Harvester Wheatsheaf.
8. Hsu, Sheng-Hsun, Yu-Che Wang and Shiou-Fen Tzeng, (2007) The source of innovation: boundary spanner. Total Quality Management, Vol. 18, No. 10, pp. 1133-1145, December.
9. Jupp, B. (2000) Working together. London: Demos.
10. Kanter, R.M.,World class leaders, in F. Hesselbein, M. Goldsmith and R. Beckhard (eds), (1997) The Leader of the Future. San Francisco: Jossey-Bass.
11. Leadbeater, C. and S. Goss, (1998) Civic entrepreneurship. London: Demos.
12. Luke, J.S., (1998) Catalytic leadership. San Francisco: Jossey-Bass.
13. Robinson, D. and Michael Harvey, (2008) “Global leadership in a culturally diverse world,” Management Decision, Vol. 46, No. 3, pp. 466-480.
14. Senge, P., (1990) The leaders’ new work: building learning organizations,” Sloan Management Review, Vol. 32, No. 1, pp. 25-40.
15. Trevillion, S., (1991) Caring in the community. London: Longman.
16. Tushman, M. and Scanlan, T.J., (1981) Boundary spanning individuals; their role in information transfer and their antecedents. Academy of Management Journal, 24, pp. 289-305.
17. Webb, A., (1991) Co-ordination: a problem in public sector management. Policy and Politics, Vol. 19, No. 4, pp. 229-41.
Williams, Paul, (2002) The competent boundary spanner. Public Administration, Vol. 80, No. 1, pp. 103-124.

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