This book channels the debate on the relevance, value, and future of business schools. Could the Business School be like the Titanic, thought to be unsinkable, but ultimately doomed? And if it sinks, what of it? Or is it a ship which can adapt to the changing waters it sails in? In this book, authors from around the world debate the current and future legitimacy of the Business School from different contexts and perspectives. While some see very little or no hope at all to the future of the Business School as a legitimate centre for research and education, others remain critical, but see a way forward to rectify today's concerns, such as around sustainability and inclusivity. This book highlights to readers thought-provoking complexities on the Business School playground and its legitimacy.

Organizations would like the underlying values of a business to occupy the minds and hearts of their customers, since, as Jack Trout puts it "the most successful companies (or brands) are those that "own a word" in the mind of the prospect." They underlying theory is that of Tverskys and Kahnemanns who claim that while making nontransparent choices - those, that the consequence of are unknown and have a large impact on our future life - people rely on their emotions. The author of this thesis assumes that the decision of hiring an employee constitutes a nontransparent choice for a top- or middle manager of an enterprise. The thesis also relies on the opinion that when customers think about or choose between different companies, they do not contemplate on the companies strategy. Instead, they often rely on their subconscious evaluations and attitudes to the company prior to making a choice. The author set out to identify the emotional image through identifying the brand personality and has done so using the modified brand personality construct, first developed and used by Jennifer Aaker in 1997."