A review of the literature on corporate universities finds that the peak for research and publishing on the topic occurred between 1998 and 2002 and fell away considerably after 2005. Given the apparent lack of research during the past decade, the purpose of this paper is to present an insight into what has been happening to corporate universities, what changes have occurred and what the emerging trends are in corporate university development. The paper includes two short cases, one from the UK and one from Australia, reflecting developments and trends in corporate universities in the banking industry. The authors examine the move away from corporate universities as highly resourced, geographically based training centres to virtual entities facilitated by the development of digital technologies. At the same time, there appears to be greater emphasis on the alignment of corporate training and people development with the strategic objectives of the organization, so that employees at all levels can provide leadership to the people and functional areas for which they are responsible. The authors conclude by arguing that in an increasingly global and unpredictable digital disruptive age the corporate university must evolve from being a primarily social and knowledge transfer mechanism to facilitating company renewal and transformation; in effect, becoming the organization's learning laboratory.

Purpose -The purpose of this paper is to explore why corporations are forming corporate education partnerships with universities and the role of corporate education programmes. Design/methodology/approach -The paper presents the findings from quantitative research involving 79 senior managers from North America, the UK, and Australia responsible for the management of their university-corporate education partnerships. Findings -The research finds that the primary reason for establishing university-corporate education partnerships is to provide a recognised university award programme to complement an organisation's in-house education programmes. Also, by aligning with a university an organisation is able to add strength and credibility to its in-house corporate education programmes. Originality/value -The research provides an insight into the growing role of university-corporate education partnerships and helps to quantify some emerging aspects of these partnerships.

PurposeCollaborations between universities and industry to develop and deliver customised corporate education programs are increasing. The purpose of this paper is to assist managers to make an informed decision on the structure and approach to their corporate education programs by exploring a range of qualitative factors in university‐corporate education partnerships.Design/methodology/approachThis paper presents the findings of a series of qualitative interviews with six senior corporate managers from diverse industries and three university managers on the factors they regard as important in university‐corporate education partnerships.FindingsThe research highlights the needs for both universities and corporations to take the time to learn and understand the requirements and expectations of each other and, as in any good relationship, provide flexibility to accommodate these requirements and expectations. The research findings are intended to provide a starting‐point for understanding the nature of the working relationship between universities and corporations in order to successfully develop and deliver corporate education programs in industry.Originality/valueMost papers on university‐corporate education partnerships are based on opinion or case studies. The originality of this research provides an objective insight into factors that influence the success of university‐corporate education partnerships.

Purpose -This article outlines the experience and approach of an Australian university in developing and managing education program partnerships within industry. Design/methodology/approach -Describes how the university has established a specialist Strategic Partnerships unit for managing the customisation and delivery of postgraduate award programs and executive education to industry. Discusses some of the key issues that have contributed to the management of industry partnerships. Findings -Some of the key issues that have contributed to the management of industry partnerships include project management of industry programs and flexibility in developing and delivering education programs to industry from a university perspective. Originality/value -Provides an illustration of the growth of university and corporate education partnerships in an Australian context.

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