Anglo American College in Prague: positioning for growth
Abstract:The Case Study section of the International Journal of Entrepreneurship and Innovation serves two purposes. First, the case studies presented are concerned with problematical issues that are pertinent to students of entrepreneurship. Thus they constitute appropriate teaching and learning vehicles on a variety of postgraduate and undergraduate programmes. Each case study is accompanied by a set of guidelines for the use of tutors. Second, it is envisaged that those engaged in entrepreneurial activities will find the cases both interesting and useful. A major theme of the case study in this issue is the strategic positioning and stages of growth of a young organization in a changing economy. The Anglo American College in Prague (AAC) was started in 1991, shortly after the Velvet Revolution ushered in the Czech Republic's new era of independence and market-driven competitiveness. The underfunded state universities' inability to supply multinational companies' demands for English-speaking managers and employees provided the opportunity for new providers of university-level education. AAC attracted transient American and British expatriates as faculty and non-traditional and foreign students. Sparse funding kept its administrative staff lean and facilities and student support services poor. In 1994, AAC found a permanent building and began establishing systems and procedures. After ousting its administrative director in 1996, Dr Richard Jones took the helm and built AAC's programmes and prestige. By the end of the summer of 1998, Jones was set to leave, along with some of the more competent managers who had started with him in 1996. The case ends as Roger Cole, a retired American professor, attempts to bring AAC 'to the next level', following Jones's legacy of academic rigour, open management and community connectedness.
Document Type: Case Report
Publication date: November 1, 2004
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