Academic literature on the topic 'MBA/EMBA'
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Journal articles on the topic "MBA/EMBA"
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Jens, Jr., William Gault, and Stephen Carnie Caples. "EMBA vs MBA Programs." International Journal for Innovation Education and Research 4, no. 9 (September 30, 2016): 71–80. http://dx.doi.org/10.31686/ijier.vol4.iss9.591.
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Schools that offer MBA and EMBA programs confer a Master of Business Administration degree and, on most school transcripts, there is no delineation of the delivery methodology of the program. Despite this, there is considerable misunderstanding concerning the differences between the two programs, particularly with regard to the quality of the education received. This study will look to evaluate the current differences between EMBA and MBA programs and attempt to see if there is any substance to the argument that there are quality differences between the two.
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Hoadley, Ellen D., and Anthony J. Mento. "Integrating The Executive MBA Curriculum: Tales Of The Cat Herder." American Journal of Business Education (AJBE) 3, no. 4 (April 1, 2010): 91–98. http://dx.doi.org/10.19030/ajbe.v3i4.419.
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Continuous improvement has been a strategic priority for Loyola College in Maryland’s Executive MBA (EMBA) Program since the program’s inception in 1973. In the summer of 2008, Loyola began an intensive EMBA curriculum review. The process resulted in a recommendation to make a significant shift in the curriculum’s emphasis. This paper reports on the factors involved in that review process and the leadership lessons learned from the endeavor. The lessons learned are reported using the metaphor of tales of the cat herder in reference to a widely-held belief among academicians that working with faculty is like herding cats.
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Cheng, Jung Lang. "Empirical Study on the Recognition of Critical Factors for Implementing Six Sigma in Taiwan." Business and Economic Research 7, no. 2 (October 31, 2017): 352. http://dx.doi.org/10.5296/ber.v7i2.12084.
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Organizational culture and perceptions regarding systems such as Six Sigma differ among the managers in local enterprises. These differences need to be surveyed based on the concepts underlying the managers’ recognition and original meaning of the Six Sigma system, with the goal of creating unique Six Sigma characteristics suitable for local enterprises.Some managers are part-time students pursuing an MBA or EMBA program, and are likely to have an in-depth understanding of Six Sigma. This study applies a questionnaire survey to managers in regard to their perceptions of Six Sigma in Taiwan, conducts an analysis and then offers suggestions based on the results.The study samples are 300 managers from EMBA or MBA programs in Taiwanese universities. Using SPSS statistical tools, this paper finds that significant difference in Six Sigma implementations among the managers, but some significant differences in organizational characteristics such as industrial characteristics, capital in business scale and the pressure from customers and competitors.
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Rogers, Priscilla S., and Irene F. H. Wong. "The MBA in Singapore." Business Communication Quarterly 68, no. 2 (June 2005): 180–96. http://dx.doi.org/10.1177/1080569905276671.
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This study assesses communication training provided in MBA and executive MBA programs in Singapore. The authors found that Singapore is a microcosm in terms of (a) requirements for English competency, (b) the variety of communication offerings, and (c) the lack of uniformity in the delivery of communication training. Whereas Singaporean MBA/EMBA programs sit in a highly internationalized environment with substantial foreign student intake, and whereas Singapore is known for adopting best practices in education from around the world, communication training for management evidences a veneer of Asian content and imitation rather than innovation. These findings caused the authors to rethink what they have traditionally regarded as management communication and to consider the need for further internationalization, not only in this multicultural city-state but worldwide.
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Xie, Yuhua, and Ying Zhu. "Holding up half of the sky." Journal of Chinese Human Resource Management 7, no. 1 (May 9, 2016): 45–60. http://dx.doi.org/10.1108/jchrm-11-2015-0015.
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Purpose This paper aims to examine the issue of promoting women managers at an enterprise level in China by tackling key research questions related to the level of participation of women among total managerial positions and the opportunities of promoting women into managerial position. Design/methodology/approach By conducting a questionnaire survey and analysing the results from 296 women managers who were taking MBA and EMBA programmes in China, the authors were able to obtain the sufficient sample size, as well as sufficient responses, given that these people who were taking MBA and EMBA studies required three to eight years of managerial work experience. Key questions are related to the level of participation of women among total managerial positions, and the criteria for women to be promoted into managerial positions. In addition, other issues such as the satisfaction of women managers towards promotion opportunities and career development and enterprise policies on women leadership are also important and need to be explored in this article. It is also useful to ask their views on the difference between men and women regarding individual efforts leading to promotion opportunities, and to check for any influence of pregnancy and other factors on women managers’ leadership roles. Findings The overall results achieved by analysing the results from 296 women managers who were taking MBA and EMBA programmes in China indicate that there has been positive improvement, with the majority of women managers being satisfied with the proportion of women as managers, and with their own promotion situations, in their current organizations. Research limitations/implications The research project has some limitations. This paper focuses on key issues related to the promotion of women into management positions at an enterprise level through the interview and survey among those women managers who were taking MBA and EMBA programs. This research project did not include many issues that can be found among other women managers or issues at the society level, such as traditional culture and the influence of religion, or overall legislation regarding equal opportunity for women in the society, as the focus was on the experiences and expectations of individual women managers in the workplace. Practical implications Most people believed that social relationship, guanxi, is the most important factor in the promotion of women, but the findings in this paper show that the capabilities and achievements of women are more important than just having a good guanxi. This also inspires women to believe in themselves and believe that they can achieve their goals through their own effort. Other empirical implications, such as the negative influence of pregnancy on the current managerial positions and promotion opportunities for women, are evident, and the lack of policy initiative to address this issue causes a great degree of uncertainty among women managers. Social implications The majority of the surveyed targeted women managers felt confident about their capability to be leaders, while most of them felt satisfied regarding the proportion of women managers in their organization, as well as their own current promotion situation. However, the “glass ceiling” phenomenon still exists, given most highly educated women managers believed it would be difficult to be promoted even further. Originality/value Through this article, the readers are firstly informed about the perceptions held by women managers in China nowadays regarding their promotion opportunities and career satisfaction. Secondly, the paper provides some understanding in the context of China’s reform from traditional planning system to the current market-oriented one, the associated change of business culture and the transformation of human resource management system and gender equality at the firm level.
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Kane, Kathleen R., and Leslie A. Goldgehn. "Beyond “The Total Organization”." Journal of Management Education 35, no. 6 (October 25, 2010): 836–58. http://dx.doi.org/10.1177/1052562910386113.
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This simulation is designed to help students understand the complexity of organizational life and learn how to navigate a work world of chaos, conflict, and uncertainty. This adaptation and update of an exercise by Cohen, Fink, Gadon, and Willits has been a successful addition to MBA and EMBA courses. The participants must self-organize, choose leadership, determine roles, and develop the structure for an entrepreneurial (and should they choose, high-tech) venture. With few instructions, they must struggle with the ambiguity of multiple simultaneous organizational challenges including leading and following, innovation, decision making, team building, and organizational understanding.
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Bambacas, Mary, and Gavin B. Sanderson. "Instructional Preferences of Students in Transnational Chinese and English Language MBA Programs." Journal of University Teaching and Learning Practice 8, no. 1 (January 1, 2011): 5–17. http://dx.doi.org/10.53761/1.8.1.2.
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This paper reports on Stage 1 of a learning and teaching project focused on students studying in the Chinese and English language delivery of transnational Master of Business Administration (MBA) programs of an Australian university. The programs are delivered using limited and intensive face-to-face teaching augmented by self-directed and web-based learning, and ongoing (mainly email) contact with lecturers before and after they have returned to Australia. The aim of this stage of the project is to provide a greater understanding of students’ instructional preferences so that, where appropriate, lecturers can better scaffold learning and teaching arrangements (Stage 2 of the project) to assist them to meet the learning objectives of the MBA program. Survey data was collected from students studying the MBA in Hong Kong and Singapore in English (EMBA), and in Hong Kong, Singapore and Taiwan in Chinese (CMBA). Findings demonstrate that whilst students ranked teacher directed, face-to-face instructional delivery highly, they also indicated that an independent, web-based learning environment was their leastpreferred approach to learning. These findings put lecturers in a more informed position when it comes to them planning how to best assist students from Confucian-heritage backgrounds to work productively and successfully in their studies.
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Helms, Marilyn M. "Emerging entrepreneurship in Cuba." Emerald Emerging Markets Case Studies 1, no. 3 (July 1, 2011): 1–15. http://dx.doi.org/10.1108/20450621111172980.
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Subject area Entrepreneurship; tourism and hospitality. Study level/applicability Junior or senior-level business students as well as graduate-level (MBA and/or EMBA) classes in entrepreneurship, small business management, strategic management, international business or international economics. Case overview Cuban tour guides working for the communist Castro Government dream of working for themselves or leaving for the USA. Their story is contrasted by a visit to Cuba as told by a US business professor. Expected learning outcomes To compare entrepreneurship under capitalism that is slowly relaxing their communistic rules, to learn more about the island of Cuba and its potential for tourism and new venture creation, to understand the legal, social, political, historical and cultural barriers to entrepreneurship, to hypothesize or brainstorm potential new ventures for Cuba. Supplementary materials Teaching notes; photos also available upon request from the author.
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Frösén, Johanna, and Mikko Laukkanen. "Reviving heritage brands – the case of Petrodvorets Watch Factory." Emerald Emerging Markets Case Studies 6, no. 1 (April 29, 2016): 1–18. http://dx.doi.org/10.1108/eemcs-06-2015-0105.
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Subject area Branding and brand management. Study level/applicability This case is intended for advanced-level marketing courses (MSc, MBA and EMBA). Students should have some familiarity with central marketing issues and concepts, specifically related to segmentation, targeting and positioning; branding and brand management; and consumer behaviour. Case overview This teaching case concentrates on branding in an emerging markets context, heritage branding, brand revival and entrepreneurial marketing. The case illustrates the challenges and opportunities related to re-launching a heritage brand in the Russian market. Expected learning outcomes The teaching objectives of the case are to provide students with an understanding of how branding tools are applied in an entrepreneurial context and how brands, especially heritage brands, are revived and managed. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Marketing.
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Gul Rashid, Amber, Obaid Usmani, Lalarukh Ejaz, and Hasan Faraz. "Meezan Bank: category leader in Islamic banking." Emerald Emerging Markets Case Studies 7, no. 4 (September 6, 2017): 1–23. http://dx.doi.org/10.1108/eemcs-11-2016-0213.
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Subject area Islamic Banking has been in the limelight since the recession of 2008. Although around for a long time, it is enjoying a renaissance of sorts. This case provides an introduction. Study level/applicability EMBA and/or MBA introduction to banking, senior semester undergraduate, specialization in Islamic Banking. Case overview This case is written in the form of an interview with Meezan Bank, one of the leading financial institutions in the Islamic banking sector. It is based on primary as well as secondary data obtained via interviews and documentary analysis. Expected learning outcomes This is an analytical case and not a decision-making one. The main theme of the case revolves around analysing what Islamic banking is, the challenges that Meezan has faced, the pros and cons of doing business this way and the future issues it can face. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 7: Management Science.
Dissertations / Theses on the topic "MBA/EMBA"
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Pettersson, Amanda, and Hanna Lingtell. "En individs karriär efter en MBA/EMBA utbildning. : Finns det vissa faktorer som påverkar?" Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-64484.
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Bakgrund: Att kvinnor har svårare att göra karriär jämfört med män är något tidigare forskning menar kan bero på det som definieras som glastaket. Frågan är om detta glastak finns inom fler faktorer än kön? Syfte: Syftet med vår uppsats är att ta reda på om kön, ålder, nationalitet, informella nätverk, samhällsklass och hemmabild påverkar individers möjlighet till att göra en högre karriär. Detta vill vi göra genom att studera hur faktorerna påverkar individers möjlighet till högre karriär efter att ha läst en MBA eller EMBA utbildning. Vi ämnar studera detta med hjälp utifrån de tre teorierna, sociala identitetsteorin, homosocialitet och human capital teorin, samt fenomenet glastak. Metod: Vi har använt oss av deduktiv ansats där vi utgår från teorierna den sociala identitetsteorin, homosocialitet och human capital teorin. Vi har valt att utgå från fenomenet glastak. Med hjälp av teorierna försöker vi besvara våra ställda hypoteser. Studien och informationen är insamlad och utförd under år 2017 genom en enkätundersökning. Materialet analyserades utifrån en bivariat korrelation samt regressionsanalyser. Slutsatser: Vi kan i vår studie påvisa att det finns ett glastak för variabeln ålder. De resterande variablerna (kön, nationalitet, informella nätverk, samhällsklass och hemmabilden) har vi inte funnit att ett glastak existerar för individerna som har genomgått en MBA/EMBA-utbildning.
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Wang, Wei. "Middle manager leadership competencies in China perceptions of MBA and EMBA students at Nankai University /." online access from Digital Dissertation Consortium access full-text, 2006. http://libweb.cityu.edu.hk/cgi-bin/er/db/ddcdiss.pl?3231911.
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Kitchlew, Naveda. "A study of the Executive MBA (EMBA) degree's impact on mid-career managers' post-degree role-based performance in Pakistan : organizational perspectives." Thesis, University of Bath, 2016. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.723305.
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The main purpose of this study was to investigate the organizational perspective on improvement in performance of its mid-career professionals, as a result of their Executive MBA education in Pakistan. More specifically the study includes the identification of critical roles, which organizations consider important for the performance evaluation of mid-career professionals, and organizations’ perception of how effectively EMBA graduates perform those roles at workplace. The study mainly used a quantitative research strategy and cross sectional survey method to collect data through a structured self-administered questionnaire. Ninety three organizations responded to this survey and provided data about 140 EMBA professionals. The feedback from organisations about important role-based performance indicators and EMBA graduate managers’ performance against those indicators were obtained. Results revealed that organizations consider the work related role as the most important aspect of evaluation, followed by team related, career related, innovation related and organization citizenship related roles. Results on the efficacy of EMBA programs against these role indicators showed that though by and large organizations were satisfied there existed a gap between each of the required roles.
Books on the topic "MBA/EMBA"
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Managerial Economics, selected Materials for Georgia State University MBA 8403 EMBA 8400. The McGraw-Hill Companies, Inc. Primis, 1998.
Find full textBook chapters on the topic "MBA/EMBA"
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Joka, Herbert J. "Auswahl von Universitäten und Hochschulen mit MBA- und EMBA-Programmen." In Führungskräfte-Handbuch, 667–69. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56401-7_66.
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"Management Development (MBA, EMBA, Exec. Ed.)." In Rethinking the Business Models of Business Schools, 65–90. Emerald Publishing Limited, 2018. http://dx.doi.org/10.1108/978-1-78754-874-920181004.
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Aguilar, Mariya Gavrilova, Pamela Bracey, and Jeff Allen. "Examining the Diversity Curriculum of Leading Executive MBA Programs in the United States." In Handbook of Research on Workforce Diversity in a Global Society, 18–37. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-1812-1.ch002.
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Properly managed diversity practices enable organizations to maximize human capital, create a sustainable competitive advantage, attract more customers, and become more profitable. Many organizations conduct diversity training to address workplace diversity issues. Top management communicates the value of and commitment to diversity, whereas managers facilitate an environment that embraces diversity. Diversity management has emerged as a prominent strategy to handle diversity issues. This chapter examines diversity curriculum of leading Executive MBA (EMBA) programs in the United States and highlights the current state of the educational environment in addition to explaining how curriculum supports diversity and inclusion reforms at the organizational level. Through content analysis, the authors summarized the diversity topics featured in 20 leading EMBA programs in the United States. None of the reviewed programs explicitly utilized the word “diversity” in any of their core or elective course titles, and only three (3) explicitly mentioned the words “diverse” or “diversity” within course descriptions. Nevertheless, the data suggest that programs do seek to offer some form of experiences which have the potential and intent to enhance cultural awareness. The majority of programs under study require students to travel to a foreign country to participate in global travel exploration. The authors provide recommendations for future research related to effectively implementing diversity practices and curriculum so that leaders become better equipped to address the challenges of diversity for their organizations.
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Rasca, Lavinia, and Alecxandrina Deaconu. "The Importance of Managerial Education and Training for Country Performance." In Business Education and Ethics, 1276–93. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3153-1.ch065.
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This chapter is the result of a study conducted by the authors aiming to study the impact that business education and training have on the increase of managerial competence, important to obtaining and maintaining the corporate advantage of the companies acting in Romania and consequently to country performance. The scope of the research is global, searching for the best practices that can be transferred from other countries to Romania and adapted to the local environment. A multitude of managerial education and training methods and programs are studied – EMBA, MBA, open and customized training programs. A literature review created a good understanding of the topic, being the starting point of the quantitative and qualitative research. The chapter will be useful for business schools and training companies, for participants in managerial education and training programs, and for governmental bodies, and should contribute to the increase of educational performance and convergence with European developments.
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Blagov, Yury Evgenievich, and Yulia Nikolaevna Aray. "Educational Programs in Social Entrepreneurship." In Modern Technologies for Teaching and Learning in Socio-Humanitarian Disciplines, 185–206. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7841-3.ch009.
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The chapter presents a review of Russian and international experience in implementing educational programs in the area of social entrepreneurship. The authors analyze the specifics of the emergence and development of these programs, which reflect the dualism of the essence of social entrepreneurship. The chapter provides a classification of programs on the global market of business education by their types and forms of implementation. The authors list the peculiarities of education in the sphere of social entrepreneurship in Russia. They examine, in detail, the complementary professional in-service training program called “Project Management for Social Entrepreneurs,” which is administered in the Graduate School of Management at St Petersburg State University with the support of the Citi Foundation since 2012. They conclude that it is important to teach business leaders attending MBA/EMBA programs to help them shape social entrepreneurship competencies aimed at creating shared value.
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Rasca, Lavinia, and Alecxandrina Deaconu. "The Importance of Managerial Education and Training for Country Performance." In Handbook of Research on Trends in European Higher Education Convergence, 264–80. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-5998-8.ch014.
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This chapter is the result of a study conducted by the authors aiming to study the impact that business education and training have on the increase of managerial competence, important to obtaining and maintaining the corporate advantage of the companies acting in Romania and consequently to country performance. The scope of the research is global, searching for the best practices that can be transferred from other countries to Romania and adapted to the local environment. A multitude of managerial education and training methods and programs are studied – EMBA, MBA, open and customized training programs. A literature review created a good understanding of the topic, being the starting point of the quantitative and qualitative research. The chapter will be useful for business schools and training companies, for participants in managerial education and training programs, and for governmental bodies, and should contribute to the increase of educational performance and convergence with European developments.
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Blagov, Yury Evgenievich, and Yulia Nikolaevna Aray. "Educational Programs in Social Entrepreneurship." In Research Anthology on Business and Technical Education in the Information Era, 868–83. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-5345-9.ch048.
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The chapter presents a review of Russian and international experience in implementing educational programs in the area of social entrepreneurship. The authors analyze the specifics of the emergence and development of these programs, which reflect the dualism of the essence of social entrepreneurship. The chapter provides a classification of programs on the global market of business education by their types and forms of implementation. The authors list the peculiarities of education in the sphere of social entrepreneurship in Russia. They examine, in detail, the complementary professional in-service training program called “Project Management for Social Entrepreneurs,” which is administered in the Graduate School of Management at St Petersburg State University with the support of the Citi Foundation since 2012. They conclude that it is important to teach business leaders attending MBA/EMBA programs to help them shape social entrepreneurship competencies aimed at creating shared value.