Dianne Bevelander

• Doctor of Philosophy
• Managing Director at Rotterdam School of Management

This chapter investigates the extent to which ING Group has moved beyond values as written in their Orange Code and their ING Diversity Manifesto to the values being embedded by employees. It argues that a virtuous spiral set by tone at the top encouraged, and empowered, a committed change agent in the organisation to develop and expand education p...

The Karmijn Kapitaal case presented in this chapter is primarily focused on socially responsible decision-making when raising investment capital. It encourages debate around the responsibility that investment professionals have when accept- ing investment commitments from individuals. Readers are invited to consider the extent to which caveat empto...

In this inaugural address I follow the statement of who I am and why I am passionate about addressing the challenges facing career-oriented women, with a brief reflection on recent patterns to gender diversity across business, government, and academia. Sadly, the statistics present a rather dismal picture that is of little surprise to many of us. I...

This paper investigates what business schools are saying in their mission statements and whether they provide a meaningful basis for strategic choice, distinction and differentiation from a positioning perspective; or whether they are the equivalent of "table stakes" in the MBA game - undifferentiated signals that connote legitimacy. Content analys...

Summiting the highest mountain on each of the seven continents is the pinnacle of achievement for many mountaineers. This chapter describes the development and successful implemen-tation of an all-women MBA elective at the Rotterdam School of Management that involves participants attempting to sum-mit Mount Kilimanjaro, one of the seven and the hig...

Purpose The purpose of this paper is to discuss the globalization of Business Schools and present different strategies, issues and perspectives on how and why business schools are going global. The paper explores various models for globalization, contrasts and integrates them, and then presents an approach to globalization that is within the reach...

Despite knowing how important social capital is and despite the fact that so much time, money, and attention is given to raising the status of women in managerial ranks, women have yet to achieve anything like equal status at the top level of organizational hierarchies. One factor that has received limited attention in the literature is that of dif...

‘[V]irtually all public and private enterprises – including most successful corporations - are becoming dominantly repositories and coordinators of intellect’ (Quinn, 1992: 241). University based management schools play a role in harnessing this intellect by supporting the development of leaders with the capacity to think critically, to make choice...

The executive MBA qualification is much sought-after as an alternative to either full time or part time study for a postgraduate management qualification. Potential top managers and organizations alike have eagerly embraced it, with the former seeing it as a pathway to corporate success, and the latter as a solution to issues such as management suc...