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Mapping the structure of MBA programmes: a comparative study of the structure of accredited AMBA programmes in the United Kingdom

Author

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  • A Paucar-Caceres

    (Manchester Metropolitan University Business School)

  • R Thorpe

    (Leeds University Business School)

Abstract

This paper reports on an application a multivariate analysis technique called Co-Plot. It replicates a study conducted among leading MBA programmes in the United States using the same technique; a statistical method especially suited for this type of analysis where there are samples with relatively few observations (business schools) and large numbers of variables (subject modules, core and elective). Using Co-Plot the paper presents a mapping of the structure of 32 Association of Masters of Business Administration (AMBA) accredited MBA programmes in the United Kingdom and compares the characteristics of the resultant groupings of MBA programmes and the relationship between group membership. The patterns of core and elective modules offered by the selected MBA programmes are then compared with the rankings of UK business schools. The research shows that in the UK, unlike in the US, the clustering is not as strong and clear. Five groups/clusters of schools are identified together with four main clusters of core and electives modules offered. Differentiation is only significant when the electives modules are taken into account unlike the US where differentiation is evident between programmes with the core modules.

Suggested Citation

  • A Paucar-Caceres & R Thorpe, 2005. "Mapping the structure of MBA programmes: a comparative study of the structure of accredited AMBA programmes in the United Kingdom," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 56(1), pages 25-38, January.
    • Handle: RePEc:pal:jorsoc:v:56:y:2005:i:1:d:10.1057_palgrave.jors.2601820
    DOI: 10.1057/palgrave.jors.2601820
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    References listed on IDEAS

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    1. Eli Segev & Adi Raveh & Moshe Farjoun, 1999. "Conceptual maps of the leading MBA programs in the United States: core courses, concentration areas, and the ranking of the school," Strategic Management Journal, Wiley Blackwell, vol. 20(6), pages 549-565, June.
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    Cited by:

    1. Johnes, Jill, 2015. "Operational Research in education," European Journal of Operational Research, Elsevier, vol. 243(3), pages 683-696.
    2. Stone, Zita & Filippaios, Fragkiskos & Stoian, Carmen, 2014. "Equity culture development in Central and Eastern Europe: The role of institutional and managerial factors," Research in International Business and Finance, Elsevier, vol. 31(C), pages 234-263.
    3. Alan Jessop, 2010. "An optimising approach to alternative clustering schemes," Central European Journal of Operations Research, Springer;Slovak Society for Operations Research;Hungarian Operational Research Society;Czech Society for Operations Research;Österr. Gesellschaft für Operations Research (ÖGOR);Slovenian Society Informatika - Section for Operational Research;Croatian Operational Research Society, vol. 18(3), pages 293-309, September.
    4. P Naudé & S Henneberg & Z Jiang, 2010. "Varying routes to the top: identifying different strategies in the MBA marketplace," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(8), pages 1193-1206, August.
    5. A Jessop, 2010. "A portfolio model for performance assessment: the Financial Times MBA ranking," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(4), pages 632-639, April.
    6. C Mar-Molinero & J Mingers, 2007. "An evaluation of the limitations of, and alternatives to, the Co-Plot methodology," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(7), pages 874-886, July.

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