Search

This paper provides an analysis of the literature on transnational education to identify the key challenges and success factors for the sustainable operation of transnational higher education (TNE) programmes as perceived by key stakeholders. Probing the stakeholders' perspectives and applying a systematic approach, this study analyses 227 English-written articles retrieved from the Web of Science database published from 2000 to 2021. Key challenges identified include difficulties in managing the TNE programmes, ensuring quality assurance, adapting the curricula to the local contexts, accommodating offshore students' learning styles, creating studying environments for TNE students equivalent to those in the home institutions, ensuring preparedness of the academic staff, and facilitating the knowledge transfer in the host countries. The analysis also highlights six factors for the sustainable development of TNE programmes, including the effectiveness of the operations, the internationalization of the curricula, the transnational experience of the students, the development of the transnational staff, the existence of a proper regulatory framework in the host countries, and the development of a global systematic data collection for quality assurance. In addition, the evidence collected suggests that while the transition from domestic into a foreign programme can be rewarding, it demands appropriate planning and implementation.

This paper explores social capital development between operational faculty members delivering Sino-British transnational partnerships. Research focuses on two Sino-British 'joint programme' partnership case studies in order to investigate boundary spanning and the development of social capital between UK and Sino academics involved in programme delivery. Since social capital is posited as a central facet in the development and institutionalisation of successful partnerships, understanding how to grow, nurture and maintain productive levels of social capital between operational academics could significantly improve and strengthen transnational partnerships. Findings suggest that boundary spanning is a useful tool, enabling individuals to interpret, transmit and filter knowledge, facilitate resource transmission and represent their organisations, building cohesion and commitment between stakeholders. The research concludes that boundary spanning can improve social capital between operation faculty members, and that senior leaders at higher education institutions should consider it as a tool with which to manage and evolve their international educational partnerships.

This paper empirically examines the impact of academic research on high-tech manufacturing growth of 28 Organisation for Economic Co-operation and Development (OECD) and emerging countries over the 1991-2005 period. A standard research and development (R&D) expenditure based measure is found to be too general to capture the input in high-tech research. To overcome this problem, a novel proxy for high-tech research investment--the supercomputer capacity--is proposed. Empirical evidence strongly supports this choice of variable. It is also found that academic R&D exerts a larger growth effect on high-tech output than its industry and government counterparts, but only the impact differential between academic and government R&D is statistically significant.

Drawing on in-depth interviews with 30 academics from various disciplines in both UK and Chinese universities, this comparative study aims to offer new insights into how academics in British and Chinese universities maintained work–life balance and the similarities and differences experienced between academics of both countries. This study finds that both British and Chinese academics adopted a range of approaches to cope with work–life imbalance, and the approaches fall into three types of coping strategies, namely behavioural, interpersonal, and intrapersonal. Whilst convergence occurs in coping strategies adopted by the two groups of academics, this study uncovers greater divergence. This can be explained by differing institutional, legal and political arrangements, and cultural values and attitudes to work and life in the two contexts. All of these have practical implications for institutions and managers in both higher education sectors. [ABSTRACT FROM PUBLISHER]