ABSTRACT
This part introduction presents an overview of the key concepts discussed in the subsequent chapters. The part examines how corporate university (CU) directors and project managers acquire and deploy resources, how they deal with suppliers, and how they report and measure CU performance. It provides a range of crucial managerial issues and problems including experimentation, piloting, control, relationships with stakeholders, measurement and evaluation, partnering and accreditation. The part also examines the case of one of the largest commercial banks in the UK, Barclays. It also provides a thorough treatment of CU activity that is often noted in passing in prescriptive texts, namely, whether the initiative can enable the development of a corporate culture. The part explores the relationship between business schools or universities and CUs. It focuses on an area that provided much of the impetus for the popularity of CUs as a concept in the 1990s, e-learning.
