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Abstract
Business school deans, like deans of other colleges and divisions in universities, face many challenges in regard to the multiplicity of roles that they are expected to play. These deans are academic leaders within their divisions, and have a wide range of internal and external facing roles that they must take on with constituents as varied as students, faculty, alumni, potential donors, and upper level administrators within the institution. While a robust body of literature exists that examines the roles that academic deans in general undertake in universities, very little peer reviewed research exists examining the roles that business school deans in particular have. This qualitative study sought to examine the numerous roles that specific business school deans at Jesuit affiliated universities in primarily the US, but also in international institutions in Europe, Asia, and Latin America. Deans at Jesuit business schools were selected as these institutions all present themselves as mission driven universities, yet face challenges common to all public and private institutions in developing programming that will attract students in an ever growing, more competitive environment. The research questions in the study, framed in the theories of resource dependence and academic capitalism, specifically addressed the roles that challenged the deans the most, how these roles had changed, what conflicts and ambiguities were present in these roles. The study also sought to examine whether the roles of US based and international business school deans at Jesuit business schools were converging towards a similar model, with a growing emphasis on and importance given to external fundraising. While a truly definitive comparative study was not able to be completed due to the small number of international participants, the study revealed that international Jesuit school deans did not have extensive fundraising obligations. However, the vast majority of all deans interviewed, US based and international, noted the importance of promoting the development of programs that would attract students in a competitive marketplace, and therefore enhance revenues. The importance of balancing the need to develop marketable academic programs with the need to promote and support their institution’s mission was emphasized by these same deans.