Importing Private Higher Education: International Branch Campuses

Enfoque cualimétrico: Necesidad cultural para el desarrollo universitario

“…La contribución universitaria para la sociedad, independientemente del país al que pertenezca, constituye una tendencia cada vez más creciente (Kosmützky & Krücken, 2014;Lane, 2011) donde existen diversos criterios o esfuerzos para clasificar las actividades que las universidades realizan (Kinser & Lane, 2015). Uno de estos criterios se refiere al potencial de investigación (Pfotenhauer, Wood, Roos & Newman, 2016) donde existen disí-miles acciones y/o actuaciones para realizarlas como pueden ser a través del propio contexto relativo al campus donde se ubican o mediante su relación en un país extranjero (Li et al, 2016;Shapira, Youtie & Taylor, 2016).…”

Stakeholder influence on branding strategy at an international branch campus

“…Research has demonstrated that HEIs develop IBCs in an effort to enhance global reputation, attract international students, establish alternative sources of revenue, and provide opportunities for students and faculty to engage globally (Altbach & Knight, 2007;Kinser & Lane, 2014;Lane, 2011b;. On the other hand, scholars have argued that host country institutions, governments, and individuals support the development of IBCs in order to enhance economic development, increase higher education access and capacity, and enhance the quality of education in the host country (Kinser & Lane, 2014;Lane, 2011b;Olcott, 2009;Wildavsky, 2012).…”

“…Research has demonstrated that HEIs develop IBCs in an effort to enhance global reputation, attract international students, establish alternative sources of revenue, and provide opportunities for students and faculty to engage globally (Altbach & Knight, 2007;Kinser & Lane, 2014;Lane, 2011b;. On the other hand, scholars have argued that host country institutions, governments, and individuals support the development of IBCs in order to enhance economic development, increase higher education access and capacity, and enhance the quality of education in the host country (Kinser & Lane, 2014;Lane, 2011b;Olcott, 2009;Wildavsky, 2012). Scholars and practitioners agree that to be successful IBC leaders and managers must understand both local and global issues and perspectives in order to meet the needs of multiple stakeholders in both the home and host countries (Altbach, 2015;Agnew & VanBalkom, 2009;Altbach & Knight, 2007;Mahani & Molkai, 2011;Lane, 2011a;Owens & Lane, 2014;Rizvi & Lingard, 2009;Shams & Huisman, 2012;.…”

“…Although scholars have recognized that stakeholder relationships play a key role in development and success when establishing HEIs and IBCs (Jongbloed, Enders & Salerno, 2008;Owens & Lane, 2014), there is a lack of field-based study and evidence-based research on how stakeholder relationships influence ongoing decision making and strategy at IBCs (Lane, 2011b;Wilkins, 2016;. In addition, while quality academic programs, reputation, and brand are key to success for both home and host campus partners (Kinser & Lane, 2014;Pyvis, 2011;Yuan et al, 2016) and studies have argued that stakeholders influence reputation and brand (Farrugia & Lane, 2013;Gregory, 2007;Karram, 2014), there is limited empirical research on how stakeholders influence brand in HEIs (Waeraas & Solbakk, 2009) and at IBCs in particular (Wilkins & Huisman, 2015).…”

“…Scholarship on IBCs is relatively recent and has focused on describing and identifying the reasons for their growth and on understanding the motivations and expectations of those who invest in them (Agnew, 2012;Lane, 2011b;Lane & Kinser, 2011). Research has demonstrated that HEIs develop IBCs in an effort to enhance global reputation, attract international students, establish alternative sources of revenue, and provide opportunities for students and faculty to engage globally (Altbach & Knight, 2007;Kinser & Lane, 2014;Lane, 2011b;.…”