209 Videos, 13 Events, 389 Authors, 392 Institutions sl_SI

Panel: Do Business Schools Have and/or Build the Right Faculty to Meet the Future?

19th CEEMAN Annual Conference
Georgia - Tbilisi | 2011
I have been in the business of business education for 22 years. Our school was founded 22 years ago with a focus on executive education. Interestingly, it is rare to meet executives in such education. The focus of our activities is on practitioners. Last year, we killed our Bachelor of Business Administration program. 

I believe in full-time faculty. I also believe in core faculty. If a school does not have some core faculty, it is doomed. It may be profitable for a while but it cannot be sustained long-term. 

Irina started her presentation stating that we need appropriate faculty. I agree. What is appropriate in our case? Every school should define what it is doing at the moment, what it will be doing long-term and what kind of factors determine what is appropriate. It is very clear to me that a professor who is very good in a first-degree program cannot do equally well in an executive program and vice versa. Also, a very good researcher is not a very good teacher as a rule. These are different fields that require different faculty. 

A question that I am interested in is how a business school can design the ideal profile of a faculty member for a specific purpose. I am not looking for a brilliant lecturer or a brilliant trainer. I am looking for a person who can do many things. Once Prof. Derek Abell was advising us on how to build a better business school. He said to me, “Sergey, you have a marketing and sales department. A good sales representative can open a deal with a potential customer but he cannot close it. Only a faculty member can successfully do that. The reason for that is that the product that you are selling is too complicated for somebody who is not an expert in it.” There are good professors who do not want to be involved in commercial activities. That is fine but they are not good for us as full-time faculty. He could come as a visitor or we could hire him part-time, but we cannot offer him a full-time job. 

Likewise, if a professor cannot answer a practical question from the audience in executive training, he is not good for that audience. He can teach on a bachelor’s or master’s program but not in executive training. 

I do not believe in junior faculty who have just graduated from a master’s program or even a PhD program. This does not make them excellent professors in executive education. First of all, we want experienced people with a very good background. It is well known that one can be good in a profession only after spending 10,000 hours in it. Only after you have spent years in the classroom, can you understand the needs of business. 

We also want a good MBA from the top-ten Western business schools. I am sorry to say that, but those schools up to now are situated in the West. 

As far as research is concerned, my school does not pay for writing articles but for reading articles. You should read new ideas. There are plenty of brilliant researchers, especially in the United States, who are well-paid for their research. Serious research takes serious money. It is important to be involved in research, but as far as we are concerned, it is more like intellectual training. 

Once we appoint somebody full-time, they never leave us. Why? First of all, they are not interested in business. They think business is boring. Then, they are well-paid even though we pay less than business. We also want them to be involved in the market and draw new ideas from it; this is intellectually stimulating. 

At our school we have a rule that forbids full-time professors to teach elsewhere on their own. Exceptions can be made if they are invited to IEDC-Bled School of Management or London Business School because these are not our markets, but our faculty may not teach at the schools that we are competing with.
19th CEEMAN Annual Conference: Management Education in a Changing World: Are We Ready for the Challenge?
September 2011
Published from:
October 2011
Sergey Mordovin, Panel: Do Business Schools Have and/or Build the Right Faculty to Meet the Future?,
Accessed: October 21 2018,
Available at: http://video.ceeman.org/lectures/658/2011_ceemanac_tbilisi_mordovin_dbshbrf
Sergey Mordovin is Rector of International Management Institute of St Petersburg (IMISP), Russia and professor of HRM. He is also a visiting professor at a number of universities and business schools in Russia and abroad (Italy, Finland, Latvia, and Kazakhstan). More >>
Type of content:  
Ask a Question: 0
What to watch next: