{"id":{"repo_id":"hull","oai_identifier":"oai:hull-repository.worktribe.com:4214581"},"canonical_url":"https://search.dev.ndltd.org/etd/hull/oai:hull-repository.worktribe.com:4214581","repository":{"repo_id":"hull","name":"University of Hull","base_url":"https://hull-repository.worktribe.com/oaiprovider"},"display":{"title":"In-company management education and management development : an arena of contestation? : stakeholder perspectives in accredited in-company programmes","abstract":"This thesis explores the phenomenon of credentialed in-company management development programmes leading to management education postgraduate awards. The empirical site of the research is four case study organizations each of which had partnership arrangements with one of two UK universities. In each case management education programmes leading to management qualifications were undertaken as the means by which managers could develop their abilities to better contribute to organizational goals. In this there is an assumption that management education can seamlessly act as management development to the mutual benefit of the individual managers, the organization and the academy.The purpose of the thesis is to explore the extent to which such an assumption is warranted. The thesis adopts a stakeholder perspective in identifying key stakeholders in the management development/management education arena as the basis for the empirical research they are; the HR professionals, the university academic managers and the manager-learner participants.The research stance of the thesis is critical and contributes to the domains of critical management studies (CMS) and critical management education (CME). In advancing a critical approach, a multi-discourse analysis was undertaken. Thus the thesis produces findings aligning respectively with the concerns of functionalist, constructivist, critical and dialogic, discourses of management development whilst retaining an overall interpretive, critical stance.In so doing the thesis explores and analyses the ways that the management development / management education programmes in these case study organizations can be understood as sites that have conflicting purposes and values and also the extent to which these are reinforced, reconciled and proliferated.","abstract_html":"This thesis explores the phenomenon of credentialed in-company management development programmes leading to management education postgraduate awards. The empirical site of the research is four case study organizations each of which had partnership arrangements with one of two UK universities. In each case management education programmes leading to management qualifications were undertaken as the means by which managers could develop their abilities to better contribute to organizational goals. In this there is an assumption that management education can seamlessly act as management development to the mutual benefit of the individual managers, the organization and the academy.The purpose of the thesis is to explore the extent to which such an assumption is warranted. The thesis adopts a stakeholder perspective in identifying key stakeholders in the management development/management education arena as the basis for the empirical research they are; the HR professionals, the university academic managers and the manager-learner participants.The research stance of the thesis is critical and contributes to the domains of critical management studies (CMS) and critical management education (CME). In advancing a critical approach, a multi-discourse analysis was undertaken. Thus the thesis produces findings aligning respectively with the concerns of functionalist, constructivist, critical and dialogic, discourses of management development whilst retaining an overall interpretive, critical stance.In so doing the thesis explores and analyses the ways that the management development / management education programmes in these case study organizations can be understood as sites that have conflicting purposes and values and also the extent to which these are reinforced, reconciled and proliferated.","abstract_has_math":false,"creators":["Kellie, Jean"],"institution":"University of Hull","degree_name":"PhD","degree_level":"Doctoral","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Golding, David, 1940-","Elliott, Carole, 1966-"],"committee_chairs":[],"committee_members":[],"year":2012,"date_issued":"2012","date_published":"2012","updated_at":"2026-07-24T02:33:43Z","subjects":["Business"],"languages":["en"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["oai:hull-repository.worktribe.com:4214581"],"render_values":[{"text":"oai:hull-repository.worktribe.com:4214581","href":null,"code":true}]}]},"links":{"outbound_url":"https://hull-repository.worktribe.com/4214581/1/Thesis","outbound_label":"Repository record","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Golding, David, 1940-","Elliott, Carole, 1966-"]},{"key":"dc:creator","label":"Author","values":["Kellie, Jean"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2012-09-01"]},{"key":"dc:date.issued","label":"Date","values":["2012"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["University of Hull"]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["https://hull-repository.worktribe.com/output/4214581"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["Doctoral"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["PhD"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Business"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["oai:hull-repository.worktribe.com:4214581"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://hull-repository.worktribe.com/4214581/1/Thesis"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This thesis explores the phenomenon of credentialed in-company management development programmes leading to management education postgraduate awards. 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The thesis adopts a stakeholder perspective in identifying key stakeholders in the management development/management education arena as the basis for the empirical research they are; the HR professionals, the university academic managers and the manager-learner participants.The research stance of the thesis is critical and contributes to the domains of critical management studies (CMS) and critical management education (CME). In advancing a critical approach, a multi-discourse analysis was undertaken. Thus the thesis produces findings aligning respectively with the concerns of functionalist, constructivist, critical and dialogic, discourses of management development whilst retaining an overall interpretive, critical stance.In so doing the thesis explores and analyses the ways that the management development / management education programmes in these case study organizations can be understood as sites that have conflicting purposes and values and also the extent to which these are reinforced, reconciled and proliferated."]},{"key":"dc:title","label":"Title","values":["In-company management education and management development : an arena of contestation? : stakeholder perspectives in accredited in-company programmes"]}]}],"canonical_facts":{"dc:contributor.advisor":["Golding, David, 1940-","Elliott, Carole, 1966-"],"dc:creator":["Kellie, Jean"],"dc:date":["2012-09-01"],"dc:date.issued":["2012"],"dc:description.abstract":["This thesis explores the phenomenon of credentialed in-company management development programmes leading to management education postgraduate awards. 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The thesis adopts a stakeholder perspective in identifying key stakeholders in the management development/management education arena as the basis for the empirical research they are; the HR professionals, the university academic managers and the manager-learner participants.The research stance of the thesis is critical and contributes to the domains of critical management studies (CMS) and critical management education (CME). In advancing a critical approach, a multi-discourse analysis was undertaken. 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