MM_Hangar The Hangar Fitness and Wellness Centre at UBC’s Okanagan campus was one of the first in Canada constructed using innovative cross-laminated timber panel technologies pioneered by Structurlam Products. The mid-sized firm works from three plants in the Okanagan (one of which is a re-developed mill site) to access global markets for value-added wood products.

Why a Regional Focus?

Whether you are interested in private, public or blended enterprise, the Master of Management (MM) program will equip you to contribute to the success of globally-connected organizations within or focused on small urban and non-metropolitan regions.

Global flows of goods, services, finances, standards, and people have never been faster or more complex in their interaction. Supra-state trading regions incorporating many nations, and sub-national territories, regions and districts are all home to new kinds of organization and options for constructive interaction. The MM program aims to enable students to understand the dynamics of these situations and to contribute to leading and managing organizations seeking to embrace opportunities arising from new connections across the world.

The adaptive capacity and entrepreneurial orientation developed in the MM program will be leveraged by the global network formed among students and professors, which will continue long after graduation.

Globalization and Networked Regions

MM-RegionsAberdeen, Scotland, a major energy services centre (top); the Guggenheim Museum Bilbao, a cultural landmark in Spain (left); transport routes connecting Paris and Bordeaux, France (right).

Regions are no longer usefully understood in solely geographic terms. A better understanding of regions includes reference to global forces and asymmetries of power and action.

The MM is about regions in the context of globalization, with a particular focus on small urban and non-metropolitan regions peripheral to major population centres. The MM recognizes that these regions may be simultaneously peripheral to some economies and activities, and central actors in specific global trade and political networks.

Students in the MM will explore the special management opportunities and challenges arising for organizations in these regions. Organizations may be using improved communications and transport networks to find newly accessible niche markets. Other organizations may be outsourcing to enable improved organizational focus—or being challenged by new entrants to local markets giving existing clients new options for outsourcing. Still other organizations may be joining global R&D and production networks to form "virtual firms" achieving goals far beyond the capacity of any one player. These are just a few of the many ways in which regions peripheral to major urban areas can remain at the heart of the global economy, whether in private, public or blended enterprises.

We are excited by the challenges of leading and managing in a world where small urban and non-metropolitan regions are finding new ways to engage global networks. Whether reaching to the world directly from such regions or using a nearby metropolitan area as a springboard, we see instances of these regional dynamics around the world and welcome students’ contribution of their experiences from their home regions.

We are excited by opportunities we see in regions such as:

  • Aberdeen, Scotland seeking transformation of its oil extraction economy toward an energy services economy, supported by financial services and transport hubs in metropolitan Edinburgh and Glasgow;
  • Bordeaux, France transitioning from a trading city to a regional wine production capital and services provider to the Aquitaine region, interacting with administrative, transport and financial services in Paris via improved transport links;
  • Bilbao, Spain, and the Basque region choosing public investment in distinctive cultural amenities and support for entrepreneurial culture as a means to attraction and retention of innovators, even while larger Madrid maintains its financial and political importance as the seat of government.

What’s your experience? Bring it along, and work with us to build a rich comparative understanding of leadership and management in regions open to the world!

Our Living Lab

MM-MissionHill-KelownaThe esteemed Mission Hill winery overlooking Okanagan Lake is an example of the region’s flourishing tree fruit, construction, and tourism industries.

UBC’s Okanagan campus is located in the middle of the Okanagan Valley, in British Columbia’s Southern Interior.

From Canada’s only "pocket desert" in Osoyoos on the border with our American neighbours, north through the lakeside cities of Penticton, Kelowna, and Vernon and the agricultural and timber land beyond, the Okanagan is a region in rapid transition.

With the arrival of largely European settlers in the late 1800s, already-present First Nations peoples have been accompanied by a growing population initially engaged in ranching, fruit farming, forestry, and tourism. As global forces compel transformation of these activities in the early 21st century, the Okanagan is an ideal "living lab" for collaboration between university and community partners in piloting innovative approaches to challenges of transition.

Economic diversification is key to this region, which includes the sectors of health care, construction, agriculture, manufacturing, scientific and high-tech such as IT service, and aerospace and video-game development.

The presence of three distinct cities—Kelowna, Penticton and Vernon—and their economies brings us great diversity in partnership opportunities, with further opportunities found in smaller communities and the relationships between these communities and larger centres such as Vancouver, Calgary, Spokane, and Seattle.

Last reviewed shim9/6/2016 3:56:15 PM