TY - JOUR
T1 - Managing International Branch Campuses
T2 - What Do We Know?
AU - Healey, Nigel
N1 - Publisher Copyright:
© 2015 John Wiley & Sons Ltd.
PY - 2015/10
Y1 - 2015/10
N2 - Over the last decade, the growth of the international branch campus (IBC) has been one of the most striking developments in the internationalisation of higher education. There are now over 200 IBCs across the world, mostly in the Middle East and East and South-east Asia. Despite the growing numbers of IBCs and the considerable financial and reputational risk they pose to their home universities, relatively little is known about the challenges of managing these foreign outposts. This paper reviews the growing, but still fragmented, literature in this increasingly important sector of higher education. It finds that managers of IBCs are faced with a range of challenges, which primarily stem from dealing with key stakeholder groups: students, staff, home and host country quality regulators, the home university and the host government, as well as the IBC's local joint venture partners. It concludes that further work is required to better understand the factors which influence and constrain IBC managers in balancing the competing interests of stakeholders.
AB - Over the last decade, the growth of the international branch campus (IBC) has been one of the most striking developments in the internationalisation of higher education. There are now over 200 IBCs across the world, mostly in the Middle East and East and South-east Asia. Despite the growing numbers of IBCs and the considerable financial and reputational risk they pose to their home universities, relatively little is known about the challenges of managing these foreign outposts. This paper reviews the growing, but still fragmented, literature in this increasingly important sector of higher education. It finds that managers of IBCs are faced with a range of challenges, which primarily stem from dealing with key stakeholder groups: students, staff, home and host country quality regulators, the home university and the host government, as well as the IBC's local joint venture partners. It concludes that further work is required to better understand the factors which influence and constrain IBC managers in balancing the competing interests of stakeholders.
UR - http://www.scopus.com/inward/record.url?scp=84943776609&partnerID=8YFLogxK
U2 - 10.1111/hequ.12082
DO - 10.1111/hequ.12082
M3 - Article
AN - SCOPUS:84943776609
SN - 0951-5224
VL - 69
SP - 386
EP - 409
JO - Higher Education Quarterly
JF - Higher Education Quarterly
IS - 4
ER -