Agenda for meeting in Academic Council, Monday January 30 th 2012 at 10:00 to 12:00, Kilen, K 1.53.

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1 Agenda for meeting in Academic Council, Monday January 30 th 2012 at 10:00 to 12:00, Kilen, K :05 Approval of Agenda January 23rd 2012 PHA/ULJ 2. 10:05-10:40 Evaluation of The Department of Management, Politics and Philosophy (MPP/LPF). Recommendation :15 Proposal concerning anchoring of study- and teaching administrative tasks. Recommendation. Ulla Lykke Jørgensen Dekansekretariatet for Forskning Dir. tlf.: :15-11:30 Creation of a new Department. Recommendation :30-11:45 Development Contract Preliminary recommendation :45-11:55 Revised draft bylaws (Vedtægter). Recommendation. 7. Misc.

2 Copenhagen Business School November 2010 DEPARTMENT OF MANAGEMENT POLITICS PHILOSOPHY SELF ASSESSMENT REPORT

3 2 mpp self assessment 2010 Colophon MPP Self Assessment Report - November 2010 Publisher: Department of Management, Politics and Philosophy Copenhagen Business School Porcelænshaven 18B DK-2000 Frederiksberg Editors: phone: ISSN: Texts: Pierre Guillet de Monthoux, Daniel Hjorth, Niels Åkerstrøm, Sverre Raffnsøe, Kurt Jacobsen, Henrik Hermansen, Jesper Bjørn, Anje Schmidt, Thomas Basbøll Design & Layout: Jesper Bjørn, Anje Schmidt Management information: Anje Schmidt, Brit Hars-Rasmussen, Henrik Hermansen Photos: Henrik Hermansen, Jesper Bjørn, Anje Schmidt, Tao Lytzen, Bjarke MacCarthy and more Drawings: Pierre Guillet de Monthoux Frontpage: From mpp s art project Planes of Thought, 4th floor

4 Contents 3 MPP; Department at CBS 5 Inside out 5 MPP inside 6 Business University 11 Bridging Humanism and Management 12 Play - Action - Critique 13 Tensions in MPP 16 Distinctiveness of MPP research 19 Avant garde mainstream 21 Joining MPP 21 Groups at the department 26 MPP Support Group 29 Management Research Group 31 Public and Political Management Research Group 38 Philosophy Management Research Group 44 Business History Research Group 48 Conclusions 54 Ends: Bridging Humanities and Management 54 Means: Ideas, Publications, People Sturm und Drang: Issues; Creativity and Continuity? Publication Visibility: Adaption and Differentiation? Recruiting Visibility; Issues; Hospitality and Generosity? Business University; Issues; Inside-out and Outside-in 56 Enclosures 59 Appendix with CVs and management information/statistics

5 4 mpp self asessment 2010 Head of MPP department Pierre Guillet de Montoux with mobile If you can t measure it you can t manage it by artist Henrik Schrat

6 5 SELF ASSESSMENT OF DEPARTMENT OF MANAGEMENT, POLITICS AND PHILOSOPHY, CBS INSIDE OUT Self assessment is a process through which individuals and organizations look at who and what they are. An honest and useful self-assessment calls for a full and candid disclosure of what is going on so that the evaluation will mirror what is actually happening. Since it was founded in 1995, the MPP department has grown to where it now employs more than one hundred people, and on the basis of size alone, the task of communicating how this large group of people sees itself collectively becomes a mindful expedition into illuminating territory. To begin with, how do our dreams, ambitions, traditions, and experiences intertwine with our perceptions of our workplace? And how do we as a department handle the particular limitations of academic bureaucracy? MPP is subdivided into four groups: politics, philosophy, innovation, and history *, and the input of each group will be included in this self-assessment. Painting by Professor Ole Fogh Kirkeby, an MPP pioneer in philosophy. His visits are welcome, and his mind is in constant interaction with the Danish cultural scene. You can count on at least one new Danish book on philosophy and leadership per semester and one English book per year. * To explain the difficulties in describing mpp each research group s official name is: public and political management; management philosophy; management research; business history.

7 6 mpp self assessment 2010 MPP INSIDE - THE THREE FLOORS AND THE FIVE GROUPS Like a flock of bats the cyclists negotiate the bike lanes of Smallegade in Frederiksberg, proud little borough embedded in Copenhagen. I spot many colleagues and students. Some turn left and most likely head toward the main campus and the three buildings we call Solbjerg Plads, Kilen, the architectural gem of CBS, and Howitzvej. Although most of the houses of the Frederiksberg CBS Campus are within walking distance of each other, each house has a distinctive work atmosphere. Classrooms are scattered around campus, and offices have a research-institute feeling since students seldom pass by or drop in! Dalgas Have, home of CBS linguists, is less than five minutes away, but that s not where I m going. I turn right after the big chimney, a landmark from the time when the Royal Danish Porcelain Factory was housed here. In the buildings at Porcelænshaven where MPP and its neighbors - a number of CBS departments and CBSSIMI executive education unit - are located today, the finest china in Europe was being produced. Under the building, the door to the bike park opens automatically, and I leave my bike with hundreds of others. Since Denmark is flat land and cars are so heavily taxed, Copenhagen is a mecca for bikers.

8 7 I take one of the big freight elevators - another relic from the porcelain factory - to the fourth floor where ten other administrators and I have our offices. The same floor is also populated with researchers from the politics group. Niels, the head of the group, has his office not far from mine, and I often hear the shouting and merriment when he and the other boys of his team play table football. Not surprisingly, Niels recently published a book on the role of play in organizations. Niels Åkerstrøm is something of a soft patriarch; bottom line, he expects his boys to partake in daily minifoot games! Most lecturers and professors have offices of their own; in between are open spaces for PhD students and foreign guests on sabbatical or working on some research project. Before taking on the assignment as head of the department, I was an ordinary professor in the philosophy group on the second floor. The atmosphere down there was quite unique. The first time I visited I was struck by the monastic silence, even though there were people in most offices. Most of the floors are characteristically full of life, although we, as do most other university departments, have some guys who are present more in the Danish media and international publications than in their offices on the second floor. It is a rare issue of Weekendavisen, Denmark s oldest and most highly regarded weekly newspaper, that does not include something on or by MPP scholars. At the risk of reducing a very complex reality to a simply distinction, I think of the second floor as populated by contemplative philosophers and the fourth floor as populated by busy administrators and outgoing policy wonks. And in between? Two groups inhabit the third floor. The business historians occupy one wing, which displays posters of vintage advertising on its walls. Compared with the many beautiful coffee-table mono-graphs turned out by the history group, the obligatory tenure-rat-race journal articles cannot help looking a little uncultured and arid.

9 8 mpp self assessment 2010 The other wing houses our management and innovation group. They study entrepreneurship inspired by art and philosophy, and this generates much conversation with the second floor. Daniel, the research director, represents what some call the European school of entrepreneurship, which turns to the humanities to try to understand creativity and innovation. Today the new President of CBS Johan Roos toys with the idea of changing Copenhagen Business School to Copenhagen Business University. In most MPP offices there are shelves full of books you only expect to see in a regular university, not in a business school. Sverre is the director of the philosophy group; a fact evidenced by the titles on his bookshelves. Instead of reducing the entrepreneur to an economic man or an arbitrageur-decision-maker, the third-floor team toys with literary models such as Don Quixote or unconventional artists like Christo Javacheff. Once upon a time it might have all started as a postmodernist skepticism to the economist s grand narrative and the stereotypical jargon of management speak. Now the lens borrowed from the European intellectual legacy helps detect what is left unsaid by readymade paradigms and customized schools of thought shaped by easily transferred methodologies. I do not find those kits of ANT, new Institutionalism, or STS in the MPP toolbox, perhaps due to a preference for more continental homegrown perspectives. To paraphrase Hans Georg Gadamer we may ask: is MPP more Wahrheit than Methode? Kant, Gadamer, Foucault and Sloterdijk in original versions: some of the choices of Sverre Raffnsøe, recently appointed Professor of Philosophy of Management. Professor Daniel Hjorth, head of the management and innovation group, also holds the position as program coordinator of the master of social science programme organizational innovation and entrepreneurship. Here with Pierre Guillet de Monthoux who also teaches on the program. Like a James-Bond wannabe, I sneak in a photograph of the documents, the bookshelves themselves, which prove that our secret mission must be to offer students intellectual stimulation far out of the standard management box. Here we find rockand-roll philosophers like Zizek, the Multitude Pack and the Biopolitics Boys. Along with the Bielefeld classics, Niklas Luhman and Reinhard Kosellek, we discover French illuminati like Deleuze and Guattari overshadowing their all-too-sane German rivals Adorno and Habermas. The room next to Sverre s seems to be occupied by a Frankfurt school scholar, but at the moment he is in New York keeping a date with the old man himself, Dr. Prof. Habermas.

10 9 I can t read half of the titles of the books that the business history group read. All those tattered and torn calfskin volumes the library forgot to repossess are stored on overloaded shelves. And in Kurt s office I can t help but take a snapshot of old Charlie M presiding over a meter of the old GDR mega complete editions of Marx and Engels. (I recall having bought them all for nothing on the other side of the wall in East Berlin thirty years ago.) But times have indeed changed since the midnineties when Marxian philosophers in the Danish Althusserian school were commanded by the old CBS President to apply their criticism of capitalism. This and a deep knowledge of the history of Danish companies and insights of the macro-dynamics of society have been put into the curriculum of new generations of business students. In the first years business history became integrated with the bachelor program of international business and later business history became an important element in the fullfledged 5-year bachelor and masters program in Economy and Philosophy (today known as FLØK) for intellectually inclined business students. Today, almost a decade and several recruitments later, I find not only philosophers teaching management but also business historians lecturing on marketing and strategy and presenting concrete historical cases to delighted CBS students in search for practical knowledge. I wonder whether historians seem more convincing since they appear to know what really happened in business? A small installation from Professor Kurt Jacobsen s office; Marx flanked by Kurt s certificate as Program Director for BA in International Business at CBS. Did someone say diversity? Head of the business history group Kurt Jacobsen together with program director of the Business Administration and Sociology program Steen Andersen.

11 10 mpp self assessment 2010 On which programs do MPP faculty teach? Operating teaching programs at CBS is not the direct business of the departments and therefore you might find MPP faculty bridging management and humanism in many different CBS programs that hire them as teachers. FLØK (22,4%) Bsc and Msc in Business Administration and Philosophy Cand.soc. (16,35%) - MSocSc in Political Communication & Management / MSocSc in Organisational Innovation and Entrepreneurship Executive (13,9%) - Full-time MBA / Executive Master of Business Administration (EMBA) / Flexible Executive MBA (Executive Certificate) / Executive MBA in Shipping & Logistics (The Blue MBA) (MBS) / Master of Public Governance / Master of Public Administration / Master of Health Management PHD (11,2%) Different courses at Doctoral School of Organisation and Management Studies (OMS) CM (10,29%) - MSc in Economics and Business Administration (cand.merc.) KOM (6%) - Business economics and organisational communication HA alm (4,61%) - BSc in Economics and Business Administration HA-IB (4,25%) - BSc in International Business HA soc (2,88%) BSc in Business Administration and Sociology

12 BUSINESS UNIVERSITY I would be surprised if MPP did not have some role in CBS s vision of going from a traditional business school to a business university. When the new slogan Business in Society was officially launched in the early fall of 2010, it was heartily welcomed as an invitation for MPP to contribute to the CBS community. One member of the politics group said simply, We have always focused on how business integrates society. 11 A common self-perception of the history group is that they define business history as the study of the history of capitalisms. Today young MPP philosophers seem altogether comfortable with the role of philosophy inside businesses, given that the position of the outside observer today seems increasingly untenable. And yes, there is something about this department that feels so university-like, though different. A kinder, gentler Humboldt, if you will, driven by the pragmatic goal of making us better prepared to meet management challenges of the future. I recall how MPP-ers closely monitored the Copenhagen Climate Summit last year and how one of our philosophers had to rush from a seminar to connect with Naomi Klein. This is also how external funding bodies like the Velux Foundation perceive MPP. In personal conversations with key people of the foundation I have found something unique: a willingness to support humanistic research at CBS simply because MPP dares to venture outside the dusty ivory tower where egg-headed humanists usually hide. In other words, important private foundations furthering innovative humanistic research likes CBS new strategy on business in society and seem more than willing to help MPP in its mission to bridge management with humanism. (mio ) Externally funded MPP projects and internal CBS support to MPP: The Department s more basic funding comes from an allocation from the dean s office. The size of this allocation is depending on primarily two parameters i.e. 1) the number of permanent academic staff and the number of courses we have responsibility for. However, mpp has intesively worked to improve funding from internal and external sources for administration and running cost improving the basic allocation by almost 60%. This is quite remarkable compared with any other department of CBS.

13 12 mpp self assessment 2010 BRIDGING HUMANISM AND MANAGEMENT MPP is distinguished by its assignment to constantly construct new bridges between humanism and management, and this challenge is evident on all levels of MPP. When I arrived here a little more than a year ago, I came across WHY (Hvorfor), the magazine of the CBS philosophy students. Its spot-on title drew attention to the question debated by both faculty and students, each from its own perspective This issue also covered the topic of stretching the identity of a philosopher to business studies. were probably posed in old Berlin pubs after Hegel s lectures two centuries ago. Today this discussion resurfaces in MPP at CBS. In order to find out what you can do with philosophy in business today, check out the quick interview with FLØK alumni on YouTube. It s out there for everyone to share: Portraits of Philosophers of Management - Mathias Søndergaard, student of FLØK and assistant to the philosophy group, acts as editor-in-chief of the Hvorfor Journal for FLØK students; he is also active in organizing FLØK alumni. A few months ago, the plaza outside MPP was full of students for once; more than hundred had just begun their FLØK education. FLØK is the philosophy-economy bachelor and masters program at CBS, a program that has yet to meet its great international market by being taught not in Danish only. In the magazine, some students questioned the new role of philosophers inside organizations and corporations; no ready answers were forthcoming, but a lively debate was documented. How could Deleuze or Foucault help young CBS graduates navigate on the labor market? How could Kant or Gadamer inspire new perspectives so far glossed over by managerial PowerPoint magic shows? What are the links between Stoicism and leadership? Identical questions Professor Sverre Raffnsøe, head of the philosophy group with Associate Professor Steen Vallentin, program director of FLØK, are active in the discussion about making this unique international program available to English-speaking students.

14 13 PLAY - ACTION - CRITIQUE I sometimes wonder what the difference between running a theatre company and running a department is. After all, CBS is our playhouse. And like the famous Royal Danish Theatre, our motto might just as well be Ei blot til Lyst - not for pleasure alone! All together MPP becomes an ensemble with a mixed repertory of classics and avant-garde through which we hope to offer students and faculty a place to philosophize about the real world in good Nietzschean spirit. Like Schiller, we hope that our teaching will shed light on important moral issues for business in society. Additionally our Shakespearians long to bring history to life to make future managers and leaders reflect on business developments. Some still recall with nostalgia the early strum-und-drang period of MPP almost fifteen years ago when exhardcore Marxists-turned-phenomenologists could fill lecture halls with CBS students eager to experience the intellectual speed of French masterminds and taste the smørrebrødsbord (Classical Danish lunch with a variety of open sandwiches waiting for you at MPP) of classical Greek doxa. In fact there is still public goodwill grounded in this early period in Denmark. The international community of management scholars also looks up to MPP as a unique intellectual oasis in a vast conformist global business school desert. Locally there are even some successful firms and networks where MPP alumni have developed managerial applications of a Euro-focused intellectual approach. Had it not been for the philosophers and the political scientists of the early MPP I doubt there would have been local courses or training workshops on Foucault, Luhmann, Deleuze or Derrida on the market for management education in Denmark. A decade later the sturm-und-drang party is not completely over however for there is still some rock n roll left in the air, which is now branded as critical management, or as post-mod ideas cautiously brought home to the leftist arsenal of political correctness. Critical management is however just one approach that later has been branded one of many versions for bridging the humanities with studies of management. At least two more, somewhat more normative and constructive cases are firstly, the early work by professors Peter Pruzan, Ole Thyssen and Hans Siggaard Jensen on Ethical Accounting being influential on global businesses triple bottom line accounting which also spun off in large projects under the label of Corporate Social Responsibility and, secondly, the work of professor Ole Fogh Kirkeby focusing on new challenges of managers to become leaders using Greek Philosophy and further giving new insights to new ventures in the realm of philosophical coaching also called protreptics. Two MPP pioneer professors Ole Fogh Kirkeby and Ole Thyssen one with a predilection for the event, phenomenology and essence the other for communication and aesthetics - just guess who s who

15 14 mpp self assessment 2010 Today the obvious audience is young students preparing for a meaningful management career in society. Thanks to the increasing active involvement of the MPP faculty in CBSSIMI executive education, international practitioners are increasingly looked upon as clients. Robert Austin, MPP Professor of Innovation and Creativity has a background in HBS teaching and is well suited for his current assignment to the CBSSIMI executive MBA. Finally we are proud of the indications that show international peers turning to MPP for scholarly inspiration. This is documented by the steady flow of foreign visitors, from young doctoral students to experienced senior guests, who spend their sabbaticals with us or serve as guest professors in our company. Other prominent guest researchers during the last three years at MPP, includes professor Chris Steyaert of St. Gallen, professor Alan Rosenberg, Queens College, New York, Professor Richard Nolan, Harvard/University of Washington, Professor Urs Stäheli, University of Hamburg, Ass. Professor Thomas Lemke of Frankfurt University, and Olga Belova, University of Essex. During the spring of 2010 we also welcomed Professor Mitchell Dean whose Foucaudian analysis of governmentability is especially dear to MPP politics groups. Professor Roberto Verganti, a specialist in designdriven innovation based in Milano, and Professor Matt Statler, the philosopher responsible for ethics education at the NYU Stern School are each distinguished Otto Mønsted guest professors at MPP. I have personally enjoyed the positive feedback I have heard when our researchers make appearances at international conference venues such as Euram, Egos, or most recently, at the 2010 AoMconference. There is immediate response when calls for papers around group themes are launched. Although they are isolated and scattered in some cases, scholars worldwide are making humanistic investigations of business in society. Only CBS, it seems, grants long-term support to an entire department so that it can focus on the vitalizing, innovative, creative, and critical forces of humanism for business in society. If CBS is our playhouse, and each of the four MPP groups has its share of prima donnas, rising stars, experienced players, and shy debutantes, the possibility of having researchers interact in the classroom could foster even better ensemble play. The philosophy group is linked to the FLØK program for instance, and the management group performs on the cand.soc. Organisational Innovation and Entrepreneurship (OIE) Masters program and increasingly in MBA and other executive programs. Via Mette Mønsted (vice dean of Entrepreneurship), the Management group is also the hub for the Copenhagen School of Entrepreneurship (CSE). This is an umbrella organisation that coordinates entrepreneurship-related activities at CBS, primarily those evolving around teaching. CSE is the basis for CSE lab, which is a student greening house where budding entrepreneurship is nurtures by providing a supportive environment. CSE collaborates closely with Venture Cup, Centre for Innovation and Entrepreneurship, and Øresund Entrepreneurship - all driven by people from MPP (or with background at MPP).

16 15 The politics group has its special stage on the masters program for Political Communication and Management (PKL) and has for a decade taking charge of the executive program: Master of Public Administration bringing discourse analysis thinking to top public managers in many professions such as hospitals, municipalities and central administration. The 2 year old executive program for public managers the flexible master is being co-managed from the politic group and the dominant teaching staff of this master derives from MPP. More than 300 public managers are currently enrolled in this block buster of a master program. Only the historians are somewhat of an exception, for they tend to take on gigs in many shows not only in business history as one should think but in courses on strategy, marketing, and branding. In these shows, they gain CBS-wide respect for the usefulness of a historical-ideographic perspective on business activities. Why not learn from what has really happened instead of overloading on empty nomothetic models in a pseudo-scholastic mood! When I hear such reflections among colleagues in other CBS departments, I take it as a sign that humanism is bridging over to management studies. When the Carnegie Foundation for the Advancement of Teaching recently affirmed the need to bring humanism and liberal arts back to business education, it turned some heads. Thirty years ago, this same foundation had successfully urged business educators to be more scientific. Their urging was so effective that even the much older philosophical heritage of people like Chester Barnard, for example, was scrapped in favor of Herbert Simon s rather narrow view of management as decision making alone. Revisiting and expanding on the Barnard legacy might be one of the challenges of tomorrow s business university, a task to which MPP can offer CBS a leg up. Niels Åkerstrøm Andersen, MPP professor and head of the politics group is shown with Associate Professor Erik Højbjerg, program director of PKL. With new vistas opening up, MPP would ideally love to craft its own programs. In accordance with CBS s academic policies, however, it s not going to be easy. All CBS departments are required to ensure that their faculty follow the 1/3 research and 2/3 teaching formula despite the fact that one would think the more research engaged in, the better the teaching. Connecting the two is not easy at CBS. Departments at CBS are part of the research division under the Dean of Research. Educational programs, however, are run not by the Research Dean but by the education division headed by the Dean of Education. In other words, CBS is a matrix organization where demand for teaching is supposed to be matched by the supply of teachers. And to make it even more complex, each program director has an education budget and the prerogative to choose teachers outside of CBS. One of MPP s first PhD students with a PKL background: Helene Ratner. She won the Tuborg Foundation s Business Economics Prize and a scholarship to Oxford University where she is currently participating in STS-Talk-Walks. Here captured in the middle of a lively discussions about the similarities and differences between PhD students and cows. A department head wanting a perfect match between research and teaching is asking for frustration at CBS. Especially for new recruitments the CBS-way is a challenge. Of course we cannot resign and accept a somewhat schizoid split between research and education instead of encouraging the synergy of both tasks. But it surely takes a lot energy to make ends meet. However one should also give the CBS Matrix credit because it has served very innovative in enabling new programs across departments of CBS.

17 16 mpp self assessment 2010 The CBS matrix The research/education matrix makes it politically cumbersome for CBS departments to design new and research-driven teaching programs on the bachelor and masters level. TENSIONS IN MPP A CBS department is home to its faculty and administered by the head of the department. Evaluating and assessing how these departments get things done produces data indicating how well research is carried out and how well it is supported. On the fourth floor, a busy staff under the direction of the head of the secretariat supports the work of the department. Two close collaborators assist in the administration of the more than 100 employees.

18 17 The whole MPP team in 2010 and Note that in addition to fulltime faculty potentially subject to tenure track promotion, such as post-docs, adjuncts, tenured associate professors, professors MSO (with special three-year assignments) and tenured full professors, doctoral candidates and external lecturers help out with teaching as well. Right next door to me Thomas Basbøll serves as MPP s resident writing consultant, our in-house language editor. In addition to helping us with the English language, he also comes up with ideas for writing articles, suggestions of publishers, and innovative ways of writing across our groups. In the office across the hall sits the head of the secretariat Henrik Hermansen. A day seldom passes when the head of the secretariat does not share new opportunities for funding, recruitment, guest positions, scholarships, or politically hot research topics with MPP faculty. Apart from handling the routine formalities of teaching and economic reporting to the central administration, the MPP support group actually generates research development and supports new projects by making them known in ways far more efficient than those of any central bureaucratic webpage. It is important to note that the scattered somewhat insular life of the four research groups, as well as their contact with external stakeholders inside as well as outside CBS, requires that information activities are undertaken by a local secretariat as it is done by our mpp relations newsletter. MPP fans on our worldwide mailing list (More than 1500 subscribers) regularly receive the MPP newsletter which contains information about activities and events and links to some video-recorded lectures by distinguished guest lecturers treating topics of cross-group relevance. For more information go to

19 18 mpp self assessment 2010 In a business school of 570 faculty and 17,000 students, where tasks are routinely centralized, a local secretariat is necessary to bridge to the somewhat more bureaucratic central offices of CBS. However the secretariat is not primarily handling operations, as some rationalization experts might think, but is deeply involved in MPP s strategic development. New MPP faculty quickly learn that it certainly pays off to hang out with the administrative staff on fourth floor, and the rewards seems mutual, for administrators have an impressive grasp of the themes that are central to research. They don t miss an opportunity to suggest new interdisciplinary crossover projects between groups. They channel bonuses and academic awards or grants facilitating international networking to faculty in need of motivation and encouragement making the secretariat the fifth group of mpp. Each group at MPP helps its individual members develop an academic identity. Each group has its own seminar series, with its own guests coming in. It attends and organizes its own specialized conferences in addition to joining big managerial arenas such as Egos, AoM, and Euram. At lunchtime on the second floor you can eardrop on detailed interpretations of Foucauldian self-management; Ditte and Sverre, who also make up the editorial board of the international journal Foucault Studies, guarantee the high level of that debate. On the fourth floor you may run into an intellectual cross-fertilization between Niklas Luhmann s system theory and Martin Luther s conception of organization. On the third floor you can enjoy historically informed conversations on nation branding and might even take part in a heated discussion on the role of design and aesthetics for Danish entrepreneurship. Professor Daved Barry and Associate Professor Stefan Meisiek, recent recruits to the management and innovation group, work on the overall CBS Business in Society challenge the Creative Enterprise Design platform. As MPP intellectual forces converge and diverge, bouncing to and fro between the groups, I am reminded of the words of management catalyst Jesper Bjørn: Mind your head; there are ideas in the air!

20 19 DISTINCTIVENESS OF MPP RESEARCH During the general strategy discussions of the spring 2010, I developed friendships with colleagues throughout CBS. The creation of a doctoral OMS school in 2008 Doctoral School of Organisation and Management Studies - common for four CBS units (MPP and CBP, Center for Business and Politics, IKL, Intercultural Communication and Management and IOA, Department of Organization), signals a clustering of departments that are partly kindred spirits and as such find identity and distinctiveness in mutual comparison. The creation of OMS replaced previous local doctoral entities and has allowed for a greater interaction between PhDs at these four research units. Over the years, OMS has made significant efforts to implement a high degree of procedural-administrative standardization. A word from MPP s PhD Coordinator, Associate professor Christian Borch: With 33 PhDs, MPP is the largest entity in OMS. The group of PhDs is composed of 18 PhD research fellows, 9 industrial PhDs, and 6 independent PhDs. MPP is characterized by a close interaction between department and doctoral school. One indication of this is that a large part of the faculty is active in organizing PhD courses. Courses often include guest lecturers from abroad. Another example is a successful joint effort between the department and the doctoral school which in 2006 led to a research grant to help built up partnerships between MPP and selected research environments abroad (mainly European universities and business schools). This grant has not only allowed for a large number of research exchanges related to the doctoral realm, but also for hiring our academic writing consultant, as mentioned previously, who offers writing support services to MPP PhDs and faculty. Finally, department and doctoral school are closely related in the sense that the former has been very successful in generating alternative means of PhD funding. The department only has few PhD research fellowships at its disposal, but has managed to attract funding for several industrial and independent PhDs. In terms of the life of PhD students, MPP is characterized by a socially and scholarly lively PhD environment where PhD students engage in cross-group activities within MPP as well as in cross-departmental activities within OMS. Over the past years, it has become increasingly common that PhD dissertations end in revise and resubmit assessments. We interpret this as a reflection of increasing requirements rather than as a sign of a lower standard of the submitted dissertations. An increasing number of PhDs now write paper-based dissertations rather than monographs. CBS history reveals little rational or planned departmental development. I recall visiting Copenhagen s Handelshøjskole in the days when I was a Stockholm student and long before its rector whimsically transformed it into the fancy international CBS in the late eighties. Thirty years ago CBS was a school of trade and commerce modeled, as were all Nordic business schools, after the German Handelshochschule in Cologne When CBS internationalized, departments grew primarily because people wanted to develop their own ideas, or as was the case of centres, they wanted to avoid conflicting constellations and split combatants in different places. As a result branding research was done in the department of organization, not in marketing, and accounting research was undertaken in the department of operations management, not in accounting. While this may be confusing for a-historical and orthodox functionalists, it is understandable, maybe even reasonable, when you take human relations into account. CBS is in fact a mountain grown out of sedimented personal relationships managed in the past. While this is not the place to dig into this complex interpersonal archeology, it is important to make clear the true forces gestalting the originality of CBS as a whole as well as shaping the distinctiveness of departments like MPP. MPP s current centres

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