What Should Business Schools Teach Managers?


  • Martin Parker,

    Search for more papers by this author
    • Martin Parker is Professor of Culture and Organisation at the University of Leicester School of Management, having previously held positions at Warwick, Staffordshire, and Keele Universities. His research and writing is concerned with the politics and representations of organization.
  • Gordon Pearson

    Search for more papers by this author
    • Gordon Pearson is Honorary Senior Research Fellow in the School of Economic & Management Studies, Keele University, North Staffordshire, UK, having previously spent some 20 years in academia, teaching and writing mainly on strategy. Prior to that, he spent 20 years in industrial general and strategic management.


This article is the fourth dialogue in a series in which two characters, a pro-business experienced manager and a critical management academic idealist, debate contemporary management. In this dialogue, the discussion concerns the curriculum of business and management courses. Though as usual there is little agreement between the two participants, the discussion clearly shows just how difficult it will be to change business education without also changing the market position of business schools. Other topics concern the sort of economic assumptions embedded in much of the curriculum, and the relationship between practical skills and political descriptions of capitalism.