Revalidating the MBA Programme

By David Collins, Suffolk Business School

The University of Suffolk ‘revalidates’ its degrees periodically. On a year-to-year basis we review the modules that we teach to ensure that these remain both useful and current. Every five years however we pause to engage in a root-and-branch review that, in effect, re-imagines our degrees. This process the University terms ‘revalidation’ and at present we are preparing for the revalidation of our MBA (Master of Business Administration ). What are we doing to re-imagine our MBA? I am glad you asked…

University of Suffolk Waterfront Building. Photo (C) University of Suffolk

We are making a number of changes designed to ensure that our MBA continues to prepare participants for leadership and executive positions. In a blog I can only highlight a few of these changes so I will pause to pinpoint the following developments:

We have reviewed the content of our modules to ensure that, as far as possible, students work on ‘live’ (you will note I refuse to say ‘real world’) problems. In addition we have added more formative assessments to ensure that, as our students learn to become the ‘practical theorists’ that modern organizations need, they receive timely feedback on their ideas and plans.

Finally (within the confines of this brief account) it is also worth noting that we have changed the titles of our modules. This apparently cosmetic change is, for me, perhaps the most significant development, because it is designed to remind staff and students alike that although we generally refer to ‘management’ and ‘organizations’ as nouns; as things they are in truth more usefully constructed as verbs. And if you hope to make a difference in the (real) world you might do well to recall that managing and organizing are processes that we enact between us…

Don’t Give Up! Insight on the processes of academic publishing

By David Collins, Suffolk Business School

I received some good news recently…

A paper on the professionalization of management consultancy that I published in the spring of 2016 with my colleague Dr Nick Butler, of Stockholm Business School, has been nominated for the Urwick Memorial Cup. This is an annual award made by the Worshipful Company of Management Consultants for ‘outstanding research’ in the field of management consultancy. I am obviously delighted to be short-listed for this national award but my purpose in drawing your attention to this is not (simply) to boast. Rather I thought that this event might allow me to offer a little insight on the processes of academic publishing…

Our (I hope) prize-winning paper has, yes you guessed it, an interesting back-story. Back in 2013 I was working on a paper about the Management Consultancies Association (MCA) and its annual best-practice awards. In truth I had been working on this paper, off-and-on for about ten years. In 2013 – more in hope than belief – I sent the most recent draft of my paper to the editor of a journal called Culture and Organization. The editor found the paper interesting, and so, she sent it ‘for review’. Putting this another way, the editor sent the paper (anonymously) to three academics who were invited to comment on its merits.

Some months later (academics are pretty busy and don’t get paid for this activity) the editor wrote to me and shared the opinion of the international panel of reviewers whose services she had commissioned. The reviewers had enjoyed the paper but suggested that I might like to revise my work. To help with this one of the reviewers suggested that I should contact Nick Butler because he had been engaged in related research concerning the Institute of Management Consultants (IMC).

I duly contacted Nick who was kind enough to send me some published research and – very generously – an unpublished piece of research which he had been unable to place with a journal. I was intrigued by this unpublished work and volunteered to rework the paper with a view to securing its publication. Nick agreed to this proposal and over the next year we batted drafts back and forth across the North Sea. Eventually by late 2015 we had a paper we liked.


We sent our paper off to a journal editor who promptly rejected it. So we rolled up our sleeves, did some further editing, and sent it to another journal….and promptly received another rejection. Eventually we found an editor who was willing to send the paper for review. And some months later the draft was returned to us for revision. Over the next few months we re-wrote the literature review completely and made other changes to the paper’s empirical section and to the concluding discussion… Ok, we pretty much re-wrote the paper.

Early in 2016 this activity finally paid off. We had backed our intuition and to our great relief the paper was finally accepted for publication in Management and Organizational History…and in 2017 it was nominated as you now know for a rather prestigious award.

So, what would I have you take from this?

It’s simple really. Take advice by all means but don’t give up too quickly on your hopes, dreams and aspirations! The market place is awash with products – ‘people carriers’ and ‘Kentucky Fried Chicken’ to name but two – which were rejected when they were first offered to consumers.

Further reading:

Butler, N & D Collins (2016) ‘The failure of consulting professionalism? A longitudinal analysis of the Institute of Management Consultants‘ Management & Organizational History, 11(1), pp. 48-65

Collins, D (2014) ‘Constituting best practice in management consulting‘. Culture & Organization, 22(5), pp. 409-429

#SBSAnalysis: Make America Great… Again

On  Thursday 16 February, Prof David Collins, Head of the Suffolk Business School, presented some research on Make America Great…Again: The Excellence Project in Retrospect. A version of this paper, translated into Spanish, will appear in the journal ‘Debats’ in late 2017. In the meantime, a downloadable version is available here:


UCS Question mark (8)
University of Suffolk Waterfront Building, photograph (C) of the University of Suffolk