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During the last decade the Corporate University (CU) idea as an important strategic development platform has taken a firm hold in the USA in particular and there are now more than 1,600 corporate universities listed. For many companies the move to a CU model is a direct reflection of the escalating intellectual challenge that they face in scientific innovation and technological development. For some, raising the CU flag is almost a cosmetic event with a simple re‐labeling of current training programmes; whilst others are much more radical in their approach, involving the introduction of more diverse dynamic management programmes and explicit intellectual cultures across broad areas of their organization.

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