Mythmaking in Management Education: The Case of the AGSM (1976–1986)

Myths in organisations are often portrayed as evolving gradually, and perhaps decaying even more slowly, whether the myth seeks to establish internal standards or to provide cause and effect in a turbulent environment. A detailed case study of the start‐up phase in a graduate management school is analysed, together with a dynamic model of organisation operation and adjustment recently developed in the field of corporate strategy.