Creating a New Management University Tracking the Strategy of Singapore Management University (SMU) in Singapore (1997–2019/20)

This book provides an in-depth exploration of one of the most significant success stories of the development of an entrepreneurial university in recent times as well as its role within society and the economy. Written by leading business school Dean and scholar, Howard Thomas, and Alex Wilson and Michelle Lee, the book tracks the genesis of the idea of a third local university in Singapore to its fruition as Singapore Management University (SMU). It provides important insight and lessons for senior university and business school leaders, as well as regional and national governments. The increasing emphasis on the importance of innovative, entrepreneurial universities for social and economic growth has prompted this review of the strategy and impact of SMU. The book addresses the strategic evolution of SMU itself, from its origins as a single business school, into a multi-school, social science-focused school of management. It examines whether it has fulfilled its promise as an entrepreneurial university and a change agent in the context of Singapore’s strong economic growth and educational strategy. More broadly, it explores how investment in education, and entrepreneurial universities such as SMU, can facilitate and enhance economic growth. University leadership teams, policy analysts, faculty and students of entrepreneurship education, education management and policy in general, and business education in particular, will find this book an invaluable insight into building a genuinely entrepreneurial university.

Part I: The Study of the Strategic Processes of Founding, Evolution and Transformation of a New Management University: Singapore Management University (SMU)Introduction: The Logic of the Study: A Processual Analysis of the Founding and Strategic Evolution of SMU.1. What is an Entrepreneurial, Adaptive, Innovative University? 2. The Economic and Political Background of Singapore: Applying Models of Inclusive Growth in the Singapore Context Part II: The Evolution of SMU (1997–2000) 3. The Era of Ferment (1997–2000): The Genesis of SMU 4. The Era of Evolution (2000–2008): How SMU Becomes a Multi-School, Social Science-based Management University 5. The Era of Growth and Identity (2008–2015): Achieving Asian Identity and Global Recognition 6. The Era of Growth and Identity (2008–2015): Strategies of the Six Schools 7. The Era of Imaginative Strategic Development (2015–2020): Realising Vision 2025 8. The Era of Imaginative Strategic Development (2015–2020): Strategies of the Six Schools Part III: Reflections on SMU's Strategies and Strategic Evolution 9. Is SMU an Exemplar of a Strategic, Adaptive and Entrepreneurial University? Postscript: Where Does SMU Go Now? Future Directions and Uncertain Futures

Howard Thomas is a highly cited scholar in the fields of strategic management and management education. His academic and administrative career has spanned at least three continents. He has held deanships In Illinois, SMU and Warwick and has chaired several business school professional organisations. He is currently the Dean of Fellows at the British Academy of Management and an Emeritus Professor at SMU. Alex Wilson is a Senior Lecturer in Strategy at Loughborough University. He researches both the role and purpose of business schools and open forms of strategy. He has held visiting positions at SMU and he was the Chartered Association of Business Schools (UK) Research Fellow. Michelle P. Lee is an Associate Professor of Marketing (Education) and Associate Provost (Undergraduate Education) at SMU. Her more recent research has been focused on understanding different models of management education, and the opportunities and challenges faced by schools of business/management.