The Role of Institutional Dual Embeddedness in the Strategic Local Adaptation of International Branch Campuses: Evidence from Malaysia and Singapore

Autor/inn/en	Shams, Farshid; Huisman, Jeroen
Titel	The Role of Institutional Dual Embeddedness in the Strategic Local Adaptation of International Branch Campuses: Evidence from Malaysia and Singapore
Quelle	In: Studies in Higher Education, 41 (2016) 6, S.955-970 (16 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0307-5079
DOI	10.1080/03075079.2014.966669
Schlagwörter	Foreign Countries; Institutional Role; Multicampus Colleges; Higher Education; Strategic Planning; Interviews; Comparative Analysis; Semi Structured Interviews; International Schools; Asia; Australia; Malaysia; Singapore; United Kingdom + Suchen Sie Ihr Suchwort? Ausland; Hochschulbildung; Hochschulsystem; Hochschulwesen; Strategy; Planning; Strategie; Planung; Interviewing; Interviewtechnik; International school; Internationale Schule; Asien; Australien; Singapur; Großbritannien
Abstract	Past research revealed that International Branch Campuses (IBCs) are simultaneously under two types of isomorphic pressures. On the one hand, they are obliged to conform to the institutions of their host countries, which lead them towards homogenising with the local Higher Education Institutions (HEIs), hence deviate from their parent unit's model. On the other hand, they are required to maintain their parent unit's identity across borders. By adapting to the local context, IBCs gain legitimacy in their local milieus and thus reduce tensions with local stakeholders. By maintaining similarity with their parents, they differentiate from the local competitors and therefore better compete in the market place. This paper addresses the duality (between adherence to the parent's and local expectations) by studying six important Australian and British IBCs in two major higher education (HE) hubs in South East Asia. We identify the determinants of the IBCs' strategic choices and their responses to institutional pressures. The analysis suggests that IBCs have maintained a high level of similarity with their parent units in terms of curriculum, but not so much in terms of staffing. We argue that staffing will continue to be the biggest strategic challenge faced by IBCs. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01