Abstract

This paper looks into the re-purposing of business schools with the view of how internal leadership initiatives propel transformational change in aligning with the public good. Using a qualitative approach, the study takes on case studies in the UK and France to examine enactment of purpose logic, integration challenges, internal and external forces, and the implications for management scholarship. Findings shed light on innovative frameworks, strategic leadership, and adaptive strategies that redefine business school missions and contribute to socially responsible management scholarship. Limitations and suggestions for broader future research are also discussed.