Search

Purpose: Student welfare and wellbeing is crucial to successful postgraduate study, regardless of the global location in which the study is taking place, making it an international issue. This study sought to add to the conversations occurring globally on this topic, focusing particularly on exploring academic faculty participation in higher education postgraduate taught (PGT) student mentoring initiatives. Design/methodology/approach: By applying two theories, social exchange theory (SET) and equity theory (ET), faculty participation in postgraduate mentoring was explored and examined. A qualitative methodology, comprising 19 semi-structured interviews with faculty participating as mentors, was conducted. Data was analysed using template analysis, with SET and ET used to create thematic templates. Findings: The application of SET and ET enabled faculty participation to be understood in terms of the perceived equity, costs and rewards of mentoring. Costs can be significant, sometimes outweighing the benefits, thus endangering the viability and sustainability of the PGT mentoring initiative. Analysis suggested two distinct types of "mentor mindsets" exist, which influence the perception of investments, equity, costs and rewards. Originality/value: As higher education institutions face increasing pressure to support student welfare, it is imperative that personalised support is put under scrutiny so management practices can be established that support and encourage academic faculty participation in these support initiatives. This paper recommends how institutions can allay the costs of mentoring by considering mentor recruitment, selection, training and other supportive measures.

Using a bi-dimensional, fourfold model as a thinking tool to contemplate acculturation strategies we analyse the intercultural experience of international academic staff (IAS) in the United Kingdom higher education. The literature suggests that IAS feel undervalued as a professional group and that institutions do not capitalise on their diverse contributions. We position IAS within the strategic sphere of ethnocultural groups and the institution within the larger society. In a single case study, we analyse IAS acculturation strategies and their perceptions of how their institution accepts diversity. Findings show that IAS are willing to integrate, but do not aim to remove all traces of their own culture and values, adopting integration strategies. Their perceptions are that the larger society does not seek to segregate IAS; however, it does not provide the conditions for IAS to flourish in professional practice, especially at the early stage of transition.

As transnational education grows in complexity, it is imperative degree-awarding institutions develop ways to ensure the quality of their offshore provision. Although agencies, such as the Quality Assurance Agency (QAA) in the United Kingdom and Tertiary Education Quality and Standards Agency (TEQSA) in Australia, safeguard standards through guidelines and reviews, it is vital degree-awarding institutions consider their own actions in the pursuit of academic quality. Although codes of conduct can guide quality assurance, this article suggests these documents are not enough to ensure quality education occurs. Offering a study of two Chinese-British transnational partnerships, this article identifies two key challenges that can affect the implementation of quality assurance at the operational level: time and cultural difference. The findings suggest that senior managers at degree-awarding institutions should consider how their structures and policies encourage and support the implementation of quality assurance at the operational level.

The bonds that unite partner institutions in the delivery of shared transnational collaborative programmes are critical in the effective management of these education partnerships. A crucial component in this unification is social capital, where partners connect and develop networks, lubricated by trust, which facilitates cooperation and commitment to the venture, producing purposive and beneficial outputs. This paper explores this phenomenon by investigating the way social capital manifests between operational colleagues tasked in the delivery of collaborative joint-degree programme partnerships. Initially, the paper explores the relationship between 'partnership' and 'social capital'. It then analyses three sociological perspectives of social capital, the "rational," "critical" and "democratic" strains, before examining them in relation to empirical data collected from three collaborative programme partnerships. The paper concludes there is evidence of all three strains, but advocates partner institutions observe four recommendations, so to encourage the manifestation of the beneficial "critical" and "democratic" strains.

Transnational higher education is an increasingly important and essential part of the internationalisation of higher education. As the number of global educational institutions and international students participating in these types of initiatives increases, it becomes of paramount importance that research methodologies that investigate the phenomenon are developed and shared within transnational research communities. This article seeks to contribute to transnational education research by exploring a paradigm that has the potential to generate alternative forms of knowledge concerning transnational collaborative partnerships. By exploring functionalist and interpretivist approaches, often applied in partnership research, this article argues that neither approach, when applied in isolation, can fully articulate the notion of a TNE collaborative partnership. The article therefore champions the application of critical realism when investigating these partnerships and provides an empirical example of two Chinese-British case studies to illustrate the application of the paradigm, followed by a vignette of the type of findings generated, and its value to research and practice.

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.

For too long, transnational higher education (TNE) has been linked to discourse predominately focused upon strategic implementation, quality assurance, and pedagogy. While these aspects are important when designing and managing overseas provisions, there is a lack of research focusing on the social interactions that influence the pace and development of TNE partnerships. This gap is particularly evident at the operational phase of TNE partnerships. This conceptual article therefore offers an alternative way in which to research TNE partnerships, in relation to the interactions of faculty members delivering at the operational level. It provides an integrated theoretical framework, comprising of three different theoretical approaches to provide a conceptual tool in which to investigate and evaluate TNE partnership development. The article concludes that by understanding how relationships develop between faculty members tasked with delivering TNE, international partnerships can be significantly strengthened in terms of their progression and value.

Aim/Purpose Recent research highlights the growing decline in doctoral students' mental health and wellbeing, caused not only by the pressures, stress, and isolation of doctoral studies but also by existential issues around personal development and future prospects. Consequently, we argue that there is an urgent need to reassess the supervisory process to support doctoral students in addressing these concerns. This paper offers a potential solution to this challenge by exploring and examining how integrating coaching methods into doctoral supervision can support doctoral students' growth and development, thereby increasing their wellbeing and human flourishing. Coaching aims to help individuals produce optimal performance and improvements in personal and professional settings by deploying a series of tools and models. Coaching is essentially a non-directive form of development, enabling people to identify goals and skills and then extracting the capacity people have within themselves to achieve their ambitions. This paper explores how coaching methods could be made a regular feature of doctoral supervision. Background The need to reconfigure doctoral supervision as a practice to address humanistic issues regarding whole-person development, self-actualisation, and personal worth is nothing new. Over the years, researchers have produced models of doctoral supervision, highlighting the growing need for supervision to incorporate more pastoral and emancipatory elements, which facilitate personal growth instead of focusing purely on academic function and criticality. Although coaching is identified in previous studies as being a valuable addition, nothing examines how to modify existing supervision practices to accommodate more pastoral elements. Methodology This paper offers a conceptual analysis whereby the argument primarily synthesizes existing research on doctoral supervision to understand why coaching methods may provide a solution to the evolving requirements of student welfare and emancipation. Since the commentary in this paper is not based on the findings of an empirical study, the following two conceptual research questions frame the discussion. First, are coaching methods beneficial when supervising doctoral students? Second, what are the challenges when implementing and integrating coaching methods into existing doctoral supervisory practice? The paper utilises the Normalisation Process Theory as a 'thinking tool' to help answer these questions. The theory evaluates phenomena in applied social research settings to help understand how complex practices are made workable and integrated into context-dependent ways. Therefore, the theory acts as an analytical tool, enabling researchers to think through implementation issues when designing complex interventions and their evaluation. Contribution This paper contributes to knowledge by highlighting ways in which management responsible for a doctoral provision in higher education settings can modify their organisational structures and systems to encourage coaching methods to become a normalised part of doctoral supervision, thereby legitimising its practice. Findings The Normalisation Process Theory has value because it produces a roadmap for integrating and implementing new or modified practices into existing systems of operation. It, therefore, assists by producing an output that enables a current/new practice to be dissected and categorised under specific headings. In this research context, this output assisted in understanding the operational challenges when considering the normalisation of a practice. The theory helped generate something managers tasked with managing doctoral provision could consider (i.e., institutional paradigms, policies, regulations, etc.) when thinking about what may need to be reconfigured to enable coaching methods to become an integrated and normalised part of doctoral supervision over time. Recommendations for Practitioners It is recommended that practitioners consider the integration of coaching methods into supervision. First, once implemented, it requires monitoring to ensure the practice's quality and consistency amongst the supervisory community. Secondly, to assess the impact of the practice on other services within the organisation, such as student services or faith services, and thirdly, to ensure training in coaching methods is made timely and relevant to assist all academics involved in doctoral supervision. Recommendations for Researchers The authors recommend collecting empirical evidence using the Normalisation Process Theory to evaluate the integration and normalisation of a range of practices in higher education settings. Moreover, once implemented, more research is required on the long-term value of coaching methods within doctoral settings. Impact on Society Doctoral education is increasingly significant in a world where knowledge is fundamental to generating economic growth. Identified as having the technical and professional skills needed to fuel the knowledge-based economy, student wellbeing, and mental health must be optimal to ensure they can contribute to the knowledge-based economy as effectively as possible. Future Research More research must be conducted on how doctoral supervision can become more humanistic; for example, by focusing on student self-awareness, reflection, and reframing instead of just the traditional academic function. Consequently, improving these facets is vital in developing sustained wellbeing and life-long success. [ABSTRACT FROM AUTHOR]

Using a bi-dimensional, fourfold model as a thinking tool to contemplate acculturation strategies we analyse the intercultural experience of international academic staff (IAS) in the United Kingdom higher education. The literature suggests that IAS feel undervalued as a professional group and that institutions do not capitalise on their diverse contributions. We position IAS within the strategic sphere of ethnocultural groups and the institution within the larger society. In a single case study, we analyse IAS acculturation strategies and their perceptions of how their institution accepts diversity. Findings show that IAS are willing to integrate, but do not aim to remove all traces of their own culture and values, adopting integration strategies. Their perceptions are that the larger society does not seek to segregate IAS; however, it does not provide the conditions for IAS to flourish in professional practice, especially at the early stage of transition. [ABSTRACT FROM AUTHOR]

The bonds that unite partner institutions in the delivery of shared transnational collaborative programmes are critical in the effective management of these education partnerships. A crucial component in this unification is social capital, where partners connect and develop networks, lubricated by trust, which facilitates cooperation and commitment to the venture, producing purposive and beneficial outputs. This paper explores this phenomenon by investigating the way social capital manifests between operational colleagues tasked in the delivery of collaborative joint-degree programme partnerships. Initially, the paper explores the relationship between 'partnership' and 'social capital'. It then analyses three sociological perspectives of social capital, the rational, critical and democratic strains, before examining them in relation to empirical data collected from three collaborative programme partnerships. The paper concludes there is evidence of all three strains, but advocates partner institutions observe four recommendations, so to encourage the manifestation of the beneficial critical and democratic strains. [ABSTRACT FROM AUTHOR]

Transnational higher education is an increasingly important and essential part of the internationalisation of higher education. As the number of global educational institutions and international students participating in these types of initiatives increases, it becomes of paramount importance that research methodologies that investigate the phenomenon are developed and shared within transnational research communities. This article seeks to contribute to transnational education research by exploring a paradigm that has the potential to generate alternative forms of knowledge concerning transnational collaborative partnerships. By exploring functionalist and interpretivist approaches, often applied in partnership research, this article argues that neither approach, when applied in isolation, can fully articulate the notion of a TNE collaborative partnership. The article therefore champions the application of critical realism when investigating these partnerships and provides an empirical example of two Chinese-British case studies to illustrate the application of the paradigm, followed by a vignette of the type of findings generated, and its value to research and practice. [ABSTRACT FROM AUTHOR]

As transnational education grows in complexity, it is imperative degree-awarding institutions develop ways to ensure the quality of their offshore provision. Although agencies, such as the Quality Assurance Agency (QAA) in the United Kingdom and Tertiary Education Quality and Standards Agency (TEQSA) in Australia, safeguard standards through guidelines and reviews, it is vital degree-awarding institutions consider their own actions in the pursuit of academic quality. Although codes of conduct can guide quality assurance, this article suggests these documents are not enough to ensure quality education occurs. Offering a study of two Chinese–British transnational partnerships, this article identifies two key challenges that can affect the implementation of quality assurance at the operational level: time and cultural difference. The findings suggest that senior managers at degree-awarding institutions should consider how their structures and policies encourage and support the implementation of quality assurance at the operational level. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

For too long, transnational higher education (TNE) has been linked to discourse predominately focused upon strategic implementation, quality assurance, and pedagogy. While these aspects are important when designing and managing overseas provisions, there is a lack of research focusing on the social interactions that influence the pace and development of TNE partnerships. This gap is particularly evident at the operational phase of TNE partnerships. This conceptual article therefore offers an alternative way in which to research TNE partnerships, in relation to the interactions of faculty members delivering at the operational level. It provides an integrated theoretical framework, comprising of three different theoretical approaches to provide a conceptual tool in which to investigate and evaluate TNE partnership development. The article concludes that by understanding how relationships develop between faculty members tasked with delivering TNE, international partnerships can be significantly strengthened in terms of their progression and value. [ABSTRACT FROM AUTHOR]