Developing partnerships and enhancing strategic alliances (original) (raw)
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2009
The growing trend of internationalization of education or universities, has called either government public universities or private sponsor universities to take up the challenges. At this point, the paper will discuss the findings from an internationalization process of higher education provider who formed strategic alliance with the purpose to achieve learning and seek competitive advantage. In particular, the paper will discuss on International Strategic Alliances (ISAs) and organizational learning (OL) process, which took place via strategic co-operation between parent foreign partner and „child‟ alliance company/business. Finally, the paper will discuss the key elements promoting learning as well as factors that inhibit learning via the process of strategic collaboration which lead to bringing competitive advantage to the partners. The research was conducted using a qualitative approach in a selected private higher education institution from a developing country, which formed st...
International Journal of Tourism Cities
Purpose The purpose of this paper is to identify and assess an empirical description of how to respond to the needs of future human resource development, and any strategic alliances that have been made by STP Bandung and Bali to respond to global competition. Design/methodology/approach This study uses a qualitative naturalistic approach, with descriptive methods and case studies. The data were gathered through interviews, observations, and study of the documents. The sampling technique used was purposive. Data analysis was performed using data display, data reduction, and data verification through triangulation process. Findings STP Bandung and Bali have carried out various strategic measures through the improvement of both their internal and external environments. Strategic alliances with other institutions are oriented toward the improvement of the quality of education. This is in accordance with the vision and mission of the institution where priorities were put on joint program...
Review on the dimensions of business-university alliances
Proceedings of the International Conference on Business Excellence, 2017
The present paper is concerned with identifying and synthesizing the directions of development of the partnerships between the academic environment and the business environment found in main research dedicated articles in the last five years in three relevant databases: Thomson Reuters Web of Knowledge, Science Direct and PROQUEST Central. The method we employed consists in tertiary data selection, processing and filtering by means of adequate software. The thorough literature review on partnerships between the academic and business environments revealed eight main directions of development: sponsoring activities, collaborative research (research partnerships and research services), curriculum development and delivery, academic entrepreneurship, human resource transfer (mobility of academics, mobility of students), informal interaction, commercialization of property right, and scientific publications. In order to qualify the directions of the partnerships we analysed their definitio...
Building a successful partnership in higher education institutions
International Journal of Information Systems and Change Management, 2012
Educational partnership becomes a common practice in higher education. This study clarifies the practices of educational partnership in higher education institutions. A model of educational partnership has been built to identify its successful factors. The five determinants to the partnership's success are the following: commitment to partnerships, curriculum and learning, quality and risk management, geographic and economic settings, and change management. This study can be guidance for those higher education institutions seeking and building successful partnership such as study abroad programme.
Global University Alliances and the Creation of Collaborative Advantage
Journal of Higher Education Policy and Management, 2013
The past two decades have seen the development of many global university alliances.Some alliances have taken a bilateral form, others are multilateral. In a period of increasing competition among universities, such alliances represent a curious form of cooperation. They have become more common just as global competition for academic talent has been increasing, rankings of universities have become more sophisticated,and universities have sought to attract high fee-paying international students. When does cooperation make sense? What opportunities and risks do alliances present to their members? These questions are considered with reference to three global alliances:The Association of Pacific Rim Universities (APRU), Universitas 21 (U21), and the Worldwide Universities Network (WUN). We conclude that multilateral, global university alliances represent valuable resources for ambitious, change-oriented university leaders.
Education Institutions Creation of Partnerships
2018
This issue is embracing the creation of partnerships with establishments worldwide for the provisions of life embodiments to graduates. At moment, there may be lack of friendship or partnership with establishments to create incentives for newly graduates of so many colleges and universities (Hirsh & Weber, 1999). Partnership with external companies will surely bring enormous grants to the colleges and universities and it will also encourage friendly establishments to provide incentives and perks to colleges, universities and alumni. It may be concluded that the advantages of creating rapport with external congruent is the comraderies and also compromises that will be achieved because one never knows where one may find oneself. It is justified that life takes you everywhere (Kejawa, 2011).
ALT-J, 2001
The paper describes a comprehensive model for the development of strategic alliances between education and corporate sectors, which is required to ensure effective provision of education and training programmes for a global market. Global economic forces, combined with recent advances in information and communication technologies, have provided unprecedented opportunities for education providers to broaden the provision of their programmes both on an international scale and across new sectors. Lifelong learning strategies are becoming increasingly recognized as an essential characteristic of a successful organization and therefore large organizations have shown a preparedness to invest in staff training and development. The demands for lifelong learning span a wide range of training and educational levels from school-level and vocational courses to graduate-level training for senior executives.
Exploring the Benefits and Challenges of Strategic Alliances in Zambia's Higher Education Markets
East African Journal of Education and Social Sciences, 2020
The purpose of this study was to explore the benefits and challenges of strategic alliances among higher education institutions in Zambia. Literature on alliances is explicit and highlights the benefits of alliances as well as the challenges. The study was qualitative in nature utilizing purposive sampling. It was a case study focusing on the existing strategic alliances among three universities situated in the capital of Zambia: University of Zambia, University of Africa and Cavendish University. Sixty participants, 20 from each participating university were purposively selected to represent a rich demographic mix in terms of gender, level of education and experience. These were selected based on their knowledge and experience working in universities as well as their strategic positions in their universities. Data were qualitatively analysed using thematic analysis. Three major themes namely benefits of strategic alliances to universities, challenges faced by strategic alliances among universities and mechanisms to manage such challenges were identified and discussed. It was concluded that strategic alliances among universities benefited the Zambian higher education market better than competition. Challenges identified such as lack of commitment to the strategic alliances could easily lead to their failure and therefore appropriate strategies such as ensuring that contracts offered to staff clearly stipulated the boundaries of staff rights are needed to mitigate such failure.