The origins, forms and effects of modularity and semesterisation in ten UK-based business schools

This paper examines the introduction of modularisation and semesterisation at ten UK-based business schools. Using this case study evidence, it is argued that the main reasons for the introduction of these schemes were the personal ambitions of senior managers, pressure from external regulatory agencies and a desire to emulate initiatives undertaken by competitor institutions. In addition, it is suggested that the form of these schemes varied between institutions as a consequence of the negotiations which accompanied the introduction of these new arrangements, and constraints imposed by the legacy of earlier degree structures, regulations from external agencies, institutional geography, limits on financial resources and the organization of internal management systems. The paper concludes by arguing that these constraints have meant that modularity has had limited effects on the experiences of staff and students, but that semesterisation has significantly increased costs without any accompanying benefits.