Working the knowledge game? Universities and corporate organizations in partnership

Gustavs, J; Clegg, S

Working the knowledge game? Universities and corporate organizations in partnership

Gustavs, J Clegg, S

Permalink

Publication Type:: Journal Article
Citation:: Management Learning, 2005, 36 (1), pp. 9 - 30
Issue Date:: 2005-03-01

Closed Access

	Filename	Description	Size
	2005000659.pdf		1.91 MB	Adobe PDF	View/Open

Copyright Clearance Process

Recently Added
In Progress
Closed Access

This item is closed access and not available.

Full metadata record

Field	Value	Language
dc.contributor.author	Gustavs, J	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.date.issued	2005-03-01	en_US
dc.identifier.citation	Management Learning, 2005, 36 (1), pp. 9 - 30	en_US
dc.identifier.issn	1350-5076	en_US
dc.identifier.uri	http://hdl.handle.net/10453/4948
dc.description.abstract	As a result of changing conditions of funding, emanating in a sense of crisis about viability and the need to find new sources of revenue, many universities in Australia and elsewhere are moving into new areas of application in novel partnerships with corporate organizations, to deliver 'work-based learning'. But what may promise to resolve a fiscal crisis sometimes can generate practices which prove deeply unsettling for the context in which they are embedded. In this article we explore the extent to which new modes of work-based learning represent a legitimation crisis for universities as well as exploring their implications for the corporate partners. Data from an ongoing study of such a partnership between the ABC Co, a global financial industry firm, and a large university dedicated to forging practice-based relationships with industry, are drawn on. The conclusions that we reach suggest that the reality of the new knowledge age of work-based learning is, perhaps, rather more a question of impression management, jointly negotiated on both sides, than a brave new world.	en_US
dc.relation.ispartof	Management Learning	en_US
dc.relation.isbasedon	10.1177/1350507605049900	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Working the knowledge game? Universities and corporate organizations in partnership	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	36	en_US
utslib.for	1302 Curriculum and Pedagogy	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	36	en_US

Abstract:

As a result of changing conditions of funding, emanating in a sense of crisis about viability and the need to find new sources of revenue, many universities in Australia and elsewhere are moving into new areas of application in novel partnerships with corporate organizations, to deliver 'work-based learning'. But what may promise to resolve a fiscal crisis sometimes can generate practices which prove deeply unsettling for the context in which they are embedded. In this article we explore the extent to which new modes of work-based learning represent a legitimation crisis for universities as well as exploring their implications for the corporate partners. Data from an ongoing study of such a partnership between the ABC Co, a global financial industry firm, and a large university dedicated to forging practice-based relationships with industry, are drawn on. The conclusions that we reach suggest that the reality of the new knowledge age of work-based learning is, perhaps, rather more a question of impression management, jointly negotiated on both sides, than a brave new world.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/4948