The strategic stages of China–UK educational alliances: an empirical study

Li, Xiaoqing; Faulkner, David; Yan, Yanni

doi:10.1080/13602380903565027

Cited by 5 publications

(8 citation statements)

References 20 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Finally, the measurement of the value of knowledge sharing in educational alliances is important, but it is an area that is currently poorly appreciated. The value may be reflected in the application of acquired knowledge in different aspects of educational alliances as well as their respective parent universities, for instance, improved students performance, more international oriented teaching or a stronger position in a the competitive global HE market (Li, Faulkner & Yan, 2011). Hence, a comparison of the real attainment for those universities based on knowledge sharing through international alliances would be very meaningful.…”

Section: Limitation and Implications For Further Researchmentioning

confidence: 99%

Knowledge sharing in China–UK higher education alliances

Roberts

Yan

et al. 2014

International Business Review

Self Cite

View full text Add to dashboard Cite

Knowledge sharing through cross-border strategic alliances has been seen by firms as one of the critical strategies to pursue sustainable competitive advantage. However, empirical investigations on how knowledge sharing occurs in strategic alliances are limited and are rarely concerned with strategic alliances in the higher education industry. Based on an empirical investigation of China-UK educational alliances, this research sheds light on this under explored area. Findings reveal that the scale of academic and organizational knowledge sharing is affected by knowledge attributes and partner characteristics. While knowledge sharing in China-UK higher education alliances displays numerous similarities with that occurring in other industries, this study reveals features that are distinct to this important and increasingly international sector. In so doing, this paper offers valuable insights for managers and policy makers concerned with the internationalisation of higher education.

show abstract

Section: Limitation and Implications For Further Researchmentioning

confidence: 99%

Knowledge sharing in China–UK higher education alliances

Roberts

Yan

et al. 2014

International Business Review

Self Cite

View full text Add to dashboard Cite

show abstract

“…The focus appears to be on sharing empirical examples of alliances and reflections on institutional or personal experiences. If theories are indeed used, authors frequently use theories of the multi-national company (Li et al, 2011). The use of organisational sociology theory (Stensaker, 2018), and international relations theory (Fominykh, 2016) is less frequent.…”

Section: Use Of Theory and Methodsmentioning

confidence: 99%

A Systematic Literature Review of Transnational Alliances in Higher Education: The Gaps in Strategic Perspectives

Fehrenbach

Huisman

2022

Journal of Studies in International Education

View full text Add to dashboard Cite

Higher education institutions actively pursue transnational strategic alliances at the organizational level, but what are the rationales, pathways and benefits behind this pursuit? A systematic literature review in the Web of Science and Scopus reveals the majority of studies touching on this topic are descriptive, lacking definitions and theoretical underpinnings, with the word ‘strategy’ used in a generic, redundant or implicit manner. None of the 72 studies identified in this research takes a combined approach to considering the “why”, the “how” and the benefits derived from pursuing such alliances. This is necessary to explore the rationales and interconnected mechanisms that lead to strategic pathways, and to address the interplay between approaches taken and benefits derived. In addition to identifying a research agenda, this literature review points to the need for more comprehensive and theoretically grounded studies to support this emerging research area and evidence-based decision-making by policy-makers and senior leadership.

show abstract

“…The trend towards international alliances has applied to the industry of higher education and particularly business schools. Though not clearly defined in the Higher Education Industry, (Saffu and Mamman, 1999; Li et al , 2011), strategic alliances are part of the development strategy to support business schools’ cross-border activities (Bennett and Kottasz, 2011; Pon and Ritchie, 2014; Guillotin and Mangematin, 2015; Jongbloed, 2015). They are seen as a means to access not only resources, but also market shares (Li et al , 2011), thus “allowing each party in their relevant organisations to collaborate and jointly create new products, new processes or new ideas” (Baden-Fuller and Ang, 2001).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The question in this research is now can Business Education gain anything in entering alliances and networks? Li et al (2011), discussing China-UK educational alliances, insist that "International cooperation has no longer been a choice but a developmental key in today's global market for universities". Baden-Fuller and Ang (2001) insist that alliances play a key role in building business schools' reputation, and conclude that the schools with the highest reputation for business research will attract the better partners.…”

Section: Alliance Research and Business Educationmentioning

confidence: 99%

Networks and alliances – business schools’ answer to mergers and acquisitions?

Pon

Duncan²

2019

JMD

View full text Add to dashboard Cite

Purpose The purpose of this paper is to examine the state of French medium sized business schools in the Grandes Ecole sector of education and how networks and alliances help business schools survive in an ever-changing and global environment. Design/methodology/approach The material for empirical research for this paper was gathered by using a case study method of four small to medium sized provincial Institutions of Management Education in France. Findings The paper demonstrates that all of the business schools studied rely on networks and alliances to face globalisation and internationalise their strategy and seems to follow the three typologies of mergers and acquisitions set down by Napier (1989): extension mergers, collaborative mergers and redesign mergers. At present, the networks and alliances are used on a marginal or peripheral way by networking only a part of the institution at one time. Research limitations/implications Further research at a later date needs to be carried out in order to observe if the pattern will remain or if there may be networks which will start from the core of the institution since the organisations will in the future have more of an international or global culture. Originality/value The value of this paper is to demonstrate that medium-sized business schools can compensate their limited resources and compete in the global education market. Alliances and networks appear as key ways in achieving goals of sustainability and survival.

show abstract

The strategic stages of China–UK educational alliances: an empirical study

Cited by 5 publications

References 20 publications

Knowledge sharing in China–UK higher education alliances

Knowledge sharing in China–UK higher education alliances

A Systematic Literature Review of Transnational Alliances in Higher Education: The Gaps in Strategic Perspectives

Networks and alliances – business schools’ answer to mergers and acquisitions?

Contact Info

Product

Resources

About