Abstract
Purpose A truly successful continuous improvement review (CIR) visit does more than merely check the boxes for a positive recommendation. It builds the story of the school and should be an opportunity for its culture to shine through. The purpose of this paper is to demonstrate how to facilitate a successful CIR visit by moving from the basics of accreditation to understanding, implementing and “living” best practices. Design/methodology/approach Short tenure and high turnover among business school deans, mean that the majority of those leading the CIR may have no previous experience with the process. Findings This study begins by providing an overview of the role of accreditation and the role of the dean in the accreditation process. With a combined experience of over 35 years in the dean role and having served on or chaired over 35 accreditation visits, the authors share their experiences and offer a seven-step process for understanding and implementing best practices in the Association to Advance Collegiate Schools of Business accreditation process. Originality/value The suggestions offered in this study should help schools enhance long-term positive outcomes and serve as a guide to those navigating the CIR process.
Highlights
Once a college of business has achieved Association to Advance Collegiate Schools of Business (AACSB) International accreditation, the five-year cycle for continuous improvement review (CIR) begins
AACSB provides training for new deans and various seminars and conferences can provide insight into what goes into the CIR application and report and how to structure the CIR visit. While these resources can lead to a recommendation for maintenance of accreditation, a truly successful CIR visit does more than merely check the boxes for a positive recommendation
Short tenure and high turnover among business school deans mean that the majority of those leading the CIR may have no previous experience with the process and may initially underestimate the power of the accreditation process in building a strong story of the distinctive aspects of the program and its people
Summary
Once a college of business has achieved Association to Advance Collegiate Schools of Business (AACSB) International accreditation, the five-year cycle for continuous improvement review (CIR) begins. Short tenure and high turnover among business school deans mean that the majority of those leading the CIR may have no previous experience with the process and may initially underestimate the power of the accreditation process in building a strong story of the distinctive aspects of the program and its people. For those with previous appointments as dean, familiarity with accreditation standards and processes, connections established through peer review teams (PRT) and existing relationships with AACSB staff members all transfer seamlessly to the new deanship This political capital and advancement on the accreditation learning curve will benefit both the dean and the business school. Other considerations might include budget and fundraising successes, university structure and positioning, teaching or research focus, the composition of tenured versus untenured or non-tenure track faculty, access to professional staff or adjunct faculty or other factors unique to the school’s
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