Leeds Beckett University - City Campus,
Woodhouse Lane,
LS1 3HE
Professor Christopher Prince
Pro Vice Chancellor - Business Engagement
Professor Chris Prince joined Leeds Beckett University in May 2014 as Dean and Pro Vice Chancellor of the Faculty of Business and Law, becoming Pro Vice Chancellor, Business Engagement, in January 2017. Chris's role involves building and strengthening our links with the business community.
About
Prior to joining Leeds Beckett University he was Executive Dean at Birmingham City University for five years. He is an Economics and Public Policy graduate of Leeds Beckett's predecessor institution, Leeds Polytechnic. He started his academic career in Higher Education at Nottingham Business School, Nottingham Trent University becoming Acting Associate Dean before moving to the University of Derby in 2006 where he was Head of Derbyshire Business School and Assistant Dean of Faculty until 2008.
With a background in designing and delivering in-company education and training for private and public sector organisations in the UK and worldwide, Chris has spoken at numerous international conferences and published extensively in this area. Chris has served on a number of national and international business organisations, including the UK's Association of Business Schools' Executive. He has also served as Chair of the Management Organisation and Community Development Steering Group and the Global Advisory Council of the Global Marketing Network. Currently Chris is a member of the Leeds Digital Board and a member of the Board of North of England Excellence.
Chris is a former Deputy Editor of the Journal of Strategic Change and a member of the Advisory Board of the Annual Conference of Management and Executive Development in the USA, and currently sits as a member of the Editorial Board of the Journal Industry and Higher Education.
Publications (1)
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The changing and developing role of the corporate university post-millennium
June 2015
Industry and Higher Education29(3):167-174 SAGE Publications
Ryan L, Prince C, Turner PA review of the literature on corporate universities finds that the peak for research and publishing on the topic occurred between 1998 and 2002 and fell away considerably after 2005. Given the apparent lack of research during the past decade, the purpose of this paper is to present an insight into what has been happening to corporate universities, what changes have occurred and what the emerging trends are in corporate university development. The paper includes two short cases, one from the UK and one from Australia, reflecting developments and trends in corporate universities in the banking industry. The authors examine the move away from corporate universities as highly resourced, geographically based training centres to virtual entities facilitated by the development of digital technologies. At the same time, there appears to be greater emphasis on the alignment of corporate training and people development with the strategic objectives of the organization, so that employees at all levels can provide leadership to the people and functional areas for which they are responsible. The authors conclude by arguing that in an increasingly global and unpredictable digital disruptive age the corporate university must evolve from being a primarily social and knowledge transfer mechanism to facilitating company renewal and transformation; in effect, becoming the organization's learning laboratory.
