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The challenges of managing transnational education partnerships: The views of “home-based” managers vs “in-country” managers

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dc.contributor.author Healey, Nigel Martin
dc.date.accessioned 2021-04-19T08:43:13Z
dc.date.available 2021-04-19T08:43:13Z
dc.date.issued 2018
dc.identifier.citation Healey, Nigel (2018) 'The challenges of managing transnational education partnerships: the views of  home-based managers vs  in-country managers'. International Journal Of Education Management, 32 (2):241-256. en_US
dc.identifier.issn 0951-354X
dc.identifier.uri http://hdl.handle.net/10344/10003
dc.description peer-reviewed en_US
dc.description.abstract Purpose The purpose of this paper is to investigate the challenges of managing transnational education (TNE) partnerships from the perspective of the home university managers. Design/methodology/approach The study adopts a qualitative, “insider researcher” methodology’. It uses a sample set of eight mangers who operate from the home university and 13 “in-country” managers who are seconded to head up the overseas TNE partnerships. The samples are all drawn from UK universities to standardise for other variables (e.g. legislative framework). Findings It finds that the managers based at the home campus report a generally negative attitude, emphasising the riskiness and the lack of scalability, sustainably and profitability, as well as the general resistance to TNE from staff on the home campus. The in-country managers, in contrast, experience the same lack of empathy from their peers at home, but this group tends to more closely associate themselves with their local colleagues and to be drawn into building relationships with local stakeholders. Research limitations/implications The limitation of this research is that it is based on a sample of managers from the same country. Practical implications In practical terms, the findings suggest that universities need to do more to increase awareness and commitment to their TNE partnerships amongst staff at the home campus, while providing better professional development and more frequent rotations for their in-country managers. Originality/value This paper extends the very limited literature on the management of TNE partnerships. en_US
dc.language.iso eng en_US
dc.publisher Emerald Publishing Ltd en_US
dc.relation.ispartofseries International Journal of Educational Management;32 (2), pp. 241-256
dc.rights This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here http://ulir.ul.ie. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. en_US
dc.subject transnational education en_US
dc.subject transnationalization of higher education en_US
dc.subject cross-border education en_US
dc.title The challenges of managing transnational education partnerships: The views of “home-based” managers vs “in-country” managers en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.date.updated 2021-04-15T13:36:50Z
dc.description.version ACCEPTED
dc.identifier.doi 10.1108/IJEM-04-2017-0085
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 2999086
dc.internal.copyrightchecked Yes
dc.identifier.journaltitle International Journal Of Education Management
dc.description.status peer-reviewed


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