NEWS & INSIGHT
The Business Science Institute (BSI) has announced two new Doctor of Business Administration (DBA) partnerships with leading universities in France and the UK, strengthening its international academic network and expanding opportunities for senior executives seeking research-based management education. The new collaborations, with Université Paris-Saclay and Manchester Metropolitan University, each offer distinct areas of strengths. The Paris‑Saclay Executive DBA will focus on the major societal challenges of health, innovation, AI and environment, combining scientific rigour with managerial relevance. Meanwhile, the Manchester Metropolitan DBA will draw on the UK institution’s tradition of applied research and professional engagement to offer an executive doctoral pathway that is fully aligned with contemporary business challenges. Business Science Institute president Michel Kalika explained that these developments reflect BSI’s mission to deliver high-level doctoral education through a global academic community: “Our new partnerships allow us to offer executives access to diverse research environments and supervisory expertise. They also reinforce our ambition to connect European research excellence with the practical challenges faced by managers worldwide.” The initiatives form part of BSI’s strategy for the years 2024-28, which aims to position the institute as a benchmark global provider of DBA education acknowledged for practice-oriented research and sustainable impact. The expansion also reflects BSI’s values of flexibility, practical relevance, ethical leadership, global perspective and collaboration, while supporting the long-term goal of enhancing the visibility of its alumni’s impact. Founded in Luxembourg in 2013, the Business Science Institute’s network has grown to reach 299 professors across 34 countries and 516 doctoral participants. Its professional DBA programme is designed for experienced managers seeking a transformative journey from practitioner to researcher, with the aim of generating lasting personal, professional and societal value. TBD DBA SPECIALISTS ANNOUNCE NEW PARTNERSHIPS IN FRANCE AND THE UK SCHOOL : Business Science Institute, Luxembourg
RETURN TO OFFICE POLICIES LIKELY TO INCREASE TURNOVER, STUDY SUGGESTS
SCHOOL : IAE Business School Universidad Austral, Argentina
A number of large organisations, such as Amazon and JP Morgan, have moved to get their employees back into the office full time, in the belief that it will boost productivity and collaboration on levels witnessed under remote and hybrid working patterns. But are these employers underestimating how the experience of working from home has impacted employee expectations and motivation? A new IAE Business School study, entitled Remote work: between flexibility and trust , aimed to find out. Among the study’s survey of 512 corporate workers in Argentina who can work from home, 80 per cent expressed a belief that their performance is not negatively impacted by working outside the office. Respondents also linked remote working positively to flexibility, feelings of being trusted and perceptions over their wellbeing. The majority said they would not be happy to go back to the office full time. “Companies that do not adopt hybrid schemes will face more turnover; those that do, will compete for the best talent,” surmised Patricia Debeljuh, director of the Centre for Family and Business Reconciliation at IAE Business School. “Flexibility, based on trust and remote work, is a strategic advantage today: the organisations that integrate them will be better prepared to attract talent and grow in a context where the hybrid modality has proven to be not only viable, but also highly effective,” Debeljuh continued. Reflecting on the study’s results, IAE Business School professor Santiago Sena highlighted that there is no “one-size-fits-all” solution for employers: “What we see is that remote work is a multidimensional phenomenon: it’s not a single format, but rather diverse experiences that combine productivity, trust, wellbeing and communication. The great challenge is for leaders to design differentiated policies, tailored to individuals, departments and teams, to manage the perceived inequalities within the framework of hybridisation.” EB
Ambition • ISSUE 5 • 2025 9
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