Skip to main content
SpringerLink
Log in

Global Partnership as a Strategy for Internationalisation: MBAs in Latin America and Asia and Oceania

  • Article
  • Published:
Higher Education Policy Aims and scope Submit manuscript

Abstract

In the context of globalisation, higher education institutions not only have to be global in their internal practices, but also have to appear as international hubs to their constituencies. International partnership has been an essential part of these strategies. Partnerships help institutions in creating practices that are costly, as well as enhancing reputation by partnering with prestigious schools. Moreover, different spectrums of partnerships require varying degrees of commitment. Noting that the motivation for and engagement in partnerships is particularly strong in business, and the region of Latin America as well as Asia and Oceania, this study attempts to depict how institutions engage internationalisation, revealed as the exchange network and dual degree network of the 20 best MBA programmes in the two regions. Employing social network analysis, we found that schools have different levels of engagement in building partnerships and the region and reputation of schools matter for partnerships. Top-ranked MBA programmes tend to have more exchange partners and have a higher level of popularity in the exchange network. The dual degree network was more restricted in terms of the number, country, and prestige. Asian and Oceanian MBA programmes tend to have more exchange partners but are less likely to engage in dual degree partnerships, compared to the Latin American MBA programmes. Some institutions focus their dual degree network on a particular region. As higher education institutions actively engage in various types of collaborations, the findings provide meaningful implications for understanding the patterns of international partnership among higher education institutions.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Figure 1
Figure 2

Similar content being viewed by others

Notes

  1. Although the MBA provides an interesting case for analysing the issues of prestige in international partnerships, the findings from this study are not necessarily applicable for other academic programmes. For example, MBA programmes might be more flexible for standardising curriculum and negotiating assumptions and requirements for educational outcomes than other academic programmes, because the programmes are based on the field of business/management and graduate programmes.

  2. Business schools run different types of MBA programmes, including accelerated MBA, part-time MBA, modular MBA, executive MBA, distance learning MBA, dual MBA, and mini-MBA. In this study, MBA programmes refer to full-time MBA programmes.

  3. Hereafter, we refer to these institutions as ‘sample institutions’ or ‘sample MBA programmes’.

  4. We refer to those schools that are not in the original sample of 40 but have global networks with the sample as ‘partner institutions’ or ‘partner MBA’.

  5. Continent was used for a succinct presentation of the global partnership patterns; sub-region was employed for statistical analysis in order to capture more specified socio, economic, and political variations across the geographical locations.

  6. The types of partnerships are often differentiated by who retains course offering and degree award. For example, Twinning is a system that a foreign partner only offer pre-negotiated and pre-approved curriculum, with students then moving onshore to the source institution to complete their degrees in the name of the source institution. Meanwhile, Franchising is a partnership that a source institution franchises a foreign institution or provider to deliver its programmes, with the source institution retaining control of modules of course and programme content, quality control, and assessment, ultimately the awarding of the degree (Armstrong, 2007).

References

  • Altbach, P.G. and Knight, J. (2007) ‘The internationalisation of higher education: Motivations and realities’, Journal of Studies in International Education 11(3–4): 290–305.

    Article  Google Scholar 

  • Altbach, P.G., Reisberg, L. and Rumbley, L.E. (2009) Trends in Global Higher Education: Tracking an Academic Revolution. A report prepared for the UNSECO 2009 World Conference on Higher Education, Paris: UNESCO.

  • Amey, M.J., Eddy, P.L. and Ozaki, C.C. (2007) ‘Demands for partnership and collaboration in higher education: A model’, New Directions for Community Colleges 139(1): 5–14.

    Article  Google Scholar 

  • Amey, M.J. (2010) ‘Administrative perspectives on international partnerships’, New Directions for Higher Education 150(1): 57–67.

    Article  Google Scholar 

  • Armstrong, L. (2007) ‘Competing in the global higher education marketplace: Outsourcing, twinning, and franchising’, New Directions for Higher Education 140: 131–138.

    Article  Google Scholar 

  • Asgary, N. and Robbert, M. (2010) ‘A cost-benefit analysis of an international duel-degree program’, Journal of Higher Education Policy and Management 32(3): 317–325.

    Article  Google Scholar 

  • Baker, S., Choi, S.J. and Gulati, M. (2006) ‘The rat race as an information-forcing device’, Indiana Law Journal 81(1): 53–82.

    Google Scholar 

  • Barringer, B.R. and Harrison, J.S. (2000) ‘Walking a tightrope: Creating value through interorganizational relationships’, Journal of Management 26(3): 367–403.

    Article  Google Scholar 

  • Bastedo, M.N. and Bowman, N. (2011) ‘College rankings as an interorganizational dependency: Establishing the foundation for strategic and institutional accounts’, Research in Higher Education 52(1): 3–23.

    Article  Google Scholar 

  • Baum, J.A.C. and Oliver, C. (1991) ‘Institutional linkages and organizational mortality’, Administrative Science Quarterly 36(2): 187–218.

    Article  Google Scholar 

  • Baum, J.A.C. and Oliver, C. (1992) ‘Institutional embeddedness and the dynamics of organizational populations’, American Sociological Review 57(4): 540–559.

    Article  Google Scholar 

  • Beerkens, E. and Derwende, M. (2007) ‘The paradox in international cooperation: Institutionally embedded universities in a global environment’, Higher Education 53(1): 61–79.

    Google Scholar 

  • Bok, D. (2003) Universities in the Marketplace: The Commercialization of Higher Education, New Jersey: Princeton.

    Google Scholar 

  • Borgatti, S.P. and Everett, M.G. (1997) ‘Network analysis of 2-mode data’, Social Networks 19(3): 243–269.

    Article  Google Scholar 

  • Brass, D.J., Glaskiewicz, J., Greve, H.R. and Tsai, W. (2004) ‘Taking stock of networks and organizations: A multilevel perspective’, Academy of Management Journal 47(6): 795–817.

    Article  Google Scholar 

  • Bruce, D., Sombra, J. and Carrillo, P. (2005) ‘Challenges for Executive Education in Latin America’, in I. Alon and J.R. McIntyre (eds.) Business Education in Emerging Market Economies: Perspectives and Best Practices, New York: Kluwer Academic Publishers, pp. 63–77.

    Google Scholar 

  • Cabrera, A. and Brown, D. (2005) ‘Professionalizing global management for the twenty-first century’, Journal of Management Development 24(9): 791–806.

    Article  Google Scholar 

  • Celis, S. and Kim, J. (2014) ‘The effect of faculty-hiring patterns on collaboration networks in engineering: Perspectives from Chile and Korea’, 2014 Annual Meeting of the American Educational Research Association, Philadelphia, Pennsylvania.

  • Cone, E. (2006) The modern-day MBA, CIO Insight, 12 May.

  • Contreras, J.L. and Ruff, S. (2002) ‘MBA education in Latin America: The case of Chile’, Journal of Education for Business 78(1): 51–55.

    Article  Google Scholar 

  • Dalgic, T. (1993) ‘Strategic Alliances and Localization: The European Approach’, in S.T. Cavusgil (ed.) Internationalizing Business Education: Meeting the Challenge, East Lansing: Michigan State University Press, pp. 295–304.

    Google Scholar 

  • de Wit, H. (2002) Internationalization of Higher Education in the United States of America and Europe: A Historical, Comparative, and Conceptual Analysis, Westport: Greenwood Press.

    Google Scholar 

  • de Wit, H. (2011) Trends, Issues and Challenges in Internationalisation of Higher Education. Amsterdam: Centre for Applied Research on Economics and Management, School of Economics and Management of the Hogeschool van Amsterdam.

  • Deem, R., Mok, K.H. and Lucas, L. (2008) ‘Transforming higher education in whose image? Exploring the concept of the ‘world-class’ university in Europe and Asia’, Higher Education Policy 21(1): 83–98.

    Article  Google Scholar 

  • Deephouse, D.L. (1999) ‘To be different, or to be the same? It’s a question (and theory) of strategic balance’, Strategic Management Journal 20(2): 147–166.

    Article  Google Scholar 

  • Ebers, M. (ed.) (1997) ‘Explaining Inter-organizational Network Formation’, in The Formation of Inter-organizational Networks, Oxford: Oxford University Press, pp. 3–40.

    Google Scholar 

  • Eckel, P.D. and Hartley, M. (2008) ‘Developing academic strategic alliances: Reconciling multiple institutional cultures, policies, and practices’, The Journal of Higher Education 79(6): 613–637.

    Article  Google Scholar 

  • Edelstein, R. and Douglass, J. (2012) Comprehending the International Initiatives of Universities: A Taxonomy of Modes of Engagement and Institutional Logics, Berkeley: Center for Studies in Higher Education.

    Google Scholar 

  • Egron–Polak, E. and Hudson, R. (2010) Internationalisation of Higher Education: Global Trends, Regional Perspectives: 3rd Global Survey Report, Paris: International Association of Universities.

    Google Scholar 

  • Eisenhardt, K.M. and Schoonhoven, C.B. (1996) ‘Resource-based view of strategic alliance formation: Strategic and social explanations in entrepreneurial firms’, Organizational Science 7(2): 136–150.

    Article  Google Scholar 

  • Elkin, G., Farnsworth, J. and Templer, A. (2008) ‘Strategy and the internationalization of universities’, International Journal of Educational Management 22(3): 239–250.

    Google Scholar 

  • Fey, R. and Zimmerman, A. (2005) ‘University Educational Reform in Transition Economies: The Case of China’, in I. Alon and J.R. McIntyre (eds.) Business Education in Emerging Market Economies: Perspectives and Best Practices, New York: Kluwer Academic Publishers, pp. 49–62.

    Google Scholar 

  • Glaister, K.W. (1996) ‘UK-western European strategic alliances: Motives and selection criteria’, Journal of Euromarketing 5(4): 5–35.

    Article  Google Scholar 

  • Globalization of Management Education Task Force (2011) Globalisation of Management Education: Changing International Structures, Adaptive Strategies, and the Impact on Institutions. Report of the AACSB International Globalisation of Management Education Task Force; Tampa: Association to Advance Collegiate School of Business International.

  • Gould, R.V. (2001) ‘The origin of status hierarchies: A formal theory and empirical test’, American Journal of Sociology 107(5): 1143–1178.

    Article  Google Scholar 

  • Grant, R.M. and Baden–Fuller, C. (2004) ‘A knowledge accessing theory of strategic alliance’, Journal of Management Studies 41(1): 61–84.

    Article  Google Scholar 

  • Green, R.T. and Gerber, L.V. (1996) ‘Strategic partnerships for global education: linkages with overseas institutions’, Journal of International Marketing 4(3): 89–100.

    Google Scholar 

  • Gutierrez, R., Bhandari, R. and Obst, D. (2008) ‘Exploring Host Country Capacity for Increasing U.S. Study Abroad. IIE Study Abroad White Paper Series: Meeting America’s Global Education Challenge’, New York: Institute of International Education.

  • Han, S.K. (1994) ‘Mimetic isomorphism and its effect on the audit services market’, Social Forces 73(2): 637–663.

    Article  Google Scholar 

  • Hawawini, G. (2011) The Internationalization of Higher Education Institutions: A Critical View and a Radical Proposal, Faculty and Research Working paper, Fontainebleau: INSEAD.

  • Hazelkorn, E. (2007) ‘The impact of league tables and ranking systems on higher education decision making’, Higher Education Management and Policy 19(2): 1–24.

    Article  Google Scholar 

  • Heffernan, T. and Poole, D. (2005) ‘In search of ‘the vibe’: creating effective international education partnerships’, Higher Education 50(2): 223–245.

    Article  Google Scholar 

  • Heide, J.B. (1994) ‘Interorganizational governance in marketing channels’, Journal of Marketing 58(1): 71–85.

    Article  Google Scholar 

  • Holm–Nielsen, N.B., Thorn, K., Brunner, J.J. and Balan, J. (2005) ‘Regional and International Challenges to Higher Education in Latin America’, in H. de Wit, I.C. Jaramillo, J. Gacel–Avila and J. Knight (eds.) Higher Education in Latin America: The International Dimension, Washington: World Bank, pp. 39–70.

    Google Scholar 

  • Hudzik, J. (2014) Comprehensive Internationalization: Institutional Pathways to Success, New York: Routledge.

    Google Scholar 

  • Hynes, N. and Mollenkopf, D. (1998) ‘Strategic Alliance Formation: Developing a Framework for Research’. Australia and New Zealand Marketing Academy Conference; 29 November–2 December, 1998.

  • Jain, S.C. and Stopford, J. (2011) ‘Revamping MBA programmes for global competitiveness’, Business Horizons 54(4): 345–353.

    Article  Google Scholar 

  • Kanter, R.M. (1994) ‘Collaborative advantage: The art of alliances’, Harvard Business Review 72(4): 96–108.

    Google Scholar 

  • Kim, J. (2015) ‘The cost of rankings? The influence of college rankings on institutional management’, Ph.D. dissertation, Center for the Study of Higher and Postsecondary Education, University of Michigan.

  • Kinser, K. and Green, M.F. (2009) The Power of Partnerships: A Transatlantic Dialogue, Washington, DC: American Council on Education.

    Google Scholar 

  • Kogut, B. (1988) ‘Joint ventures: Theoretical and empirical perspectives’, Strategic Management Journal 9(4): 319–322.

    Article  Google Scholar 

  • Kuchinke, K.P. (2011) ‘Perspectives on the Successful Start-up of Study Abroad Programs in Higher Education: The Faculty Perspective’, in S. Sutton and D. Obst (eds.) Developing Strategic International Partnerships: Models for Initiating and Sustaining Innovative Institutional Linkages, New York: Institute of International Education, pp. 125–129.

    Google Scholar 

  • Lacy, W.B. and Wade, J.N. (2011) ‘Building International Partnerships Based on Common Goals and Mission: Four Case Studies from the University of California’, in S. Sutton and D. Obst (eds.) Developing Strategic International Partnerships: Models for Initiating and Sustaining Innovative Institutional Linkages, New York: Institute of International Education, pp. 69–75.

    Google Scholar 

  • Lambert, R.D. (1993) ‘International education and international competence in the United States’, European Journal of Education 28(3): 309–325.

    Article  Google Scholar 

  • Marginson, S., Kaur, S. and Sawir, E. (2011) Higher Education in the Asia-Pacific: Strategic Responses to Globalization, New York: Springer.

    Book  Google Scholar 

  • Nowotny, H., Scott, P. and Gibbons, M.T. (2001) Re-thinking Science: Knowledge and the Public in an Age of Uncertainty, Malden: Politry Press.

    Google Scholar 

  • Newman, M.E.J. (2010) Networks: An Introduction, New York: Oxford University Press.

    Book  Google Scholar 

  • Obst, D., Kuder, M. and Banks, C. (2011) Joint and Double Degree Programs in the Global Context: Report on an International Survey, New York: Institute of International Education.

    Google Scholar 

  • Oliver, C. (1990) ‘Determinants of interorganizational relationships: Integration and future directions’, Academy of Management Review 15(2): 241–265.

    Google Scholar 

  • Parker, B. (1999) ‘Evolution and Revolution: From International Business to Globalisation’, in S.R. Clegg, C. Hardy and W.R. Nord (eds.) Managing Organizations: Current Issues, Thousand Oaks: SAGE, pp. 484–506.

    Google Scholar 

  • Petit, F. (2011) ‘Rethinking executive MBA programmes’, MIT Sloan 53(1): 19–20.

    Google Scholar 

  • Phillips, D.J. and Zuckerman, E.W. (2001) ‘Middle status conformity: Theoretical restatement and empirical demonstration in two markets’, American Journal of Sociology 107(2): 379–429.

    Article  Google Scholar 

  • Podolny, J.M. and Page, K.L. (1998) ‘Network forms of organization’, Annual Review of Sociology 24(1): 57–76.

    Article  Google Scholar 

  • Podolny, J.M. (1993) ‘A status-based model of market competition’, American Journal of Sociology 98(4): 829–872.

    Article  Google Scholar 

  • Podolny, J.M. (1994) ‘Market uncertainty and the social character of economic exchange’, Administrative Science Quarterly 39(3): 458–483.

    Article  Google Scholar 

  • Podolny, J.M. and Stuart, T.E. (1995) ‘A role-based ecology of technological change’, American Journal of Sociology 100(5): 1224–1260.

    Article  Google Scholar 

  • Poole, D. (2001) ‘Moving toward professionalism: The strategic management of international education activities at Australian universities and their faculties of business’, Higher Education 42(4): 395–435.

    Article  Google Scholar 

  • Powell, W.W. (1990) ‘Neither market nor hierarchy: Network forms of organization’, Research in Organizational Behavior 12: 295–336.

    Google Scholar 

  • Rao, H. (1994) ‘The social construction of reputation: Certification contests, legitimation, and the survival of organizations in the American automobile industry: 1895–1912’, Strategic Management Journal 15(1): 29–44.

    Article  Google Scholar 

  • Rao, H., Davis, G.F. and Ward, A. (2000) ‘Embeddedness, social identity and mobility: Why firms leave the NASDAQ and join the New York stock exchange’, Administrative Science Quarterly 45(2): 268–292.

    Article  Google Scholar 

  • Sidhu, R. (2009) ‘The ‘brand name’ research university goes global’, Higher Education 57(2): 125–140.

    Article  Google Scholar 

  • Sidhu, R., Ho, K.C. and Yeoh, B. (2011) ‘Emerging education hubs: The case of Singapore’, Higher Education 61(1): 23–40.

    Article  Google Scholar 

  • Stuart, T.E. (1998) ‘Network positions and propensities to collaborate: An investigation of strategic alliance formation in a high-technology industry’, Administrative Science Quarterly 43(3): 668–698.

    Article  Google Scholar 

  • Stuart, T.E., Hoang, H. and Hybels, R.C. (1999) ‘Interorganizational endorsements and the performance of entrepreneurial ventures’, Administrative Science Quarterly 44(2): 315–349.

    Article  Google Scholar 

  • Sutton, S.B. (2010) ‘Transforming internationalisation through partnerships’, International Educator 19(1): 60–63.

    Google Scholar 

  • Tallman, S.B. (1991) ‘Strategic management models and resource-based strategies among MNEs in a host market’, Strategic Management Journal 12(1): 69–82.

    Article  Google Scholar 

  • Tedrow, B.M. and Mabokela, R.O. (2007) ‘An analysis of international partnership programmes: The case of a historically disadvantaged institution in South Africa’, Higher Education 54(1): 159–179.

    Article  Google Scholar 

  • Uzzi, B. (1997) ‘Social structure and competition in interfirm networks: The paradox of embeddedness’, Administrative Science Quarterly 42(1): 35–67.

    Article  Google Scholar 

  • Varadarajan, P.R. and Cunningham, M.H. (1995) ‘Strategic alliance: A synthesis of conceptual foundations’, Journal of Academy of Marketing Science 23(4): 282–296.

    Article  Google Scholar 

  • Webster, F.E. (1992) ‘The changing role of marketing in the corporation’, Journal of Marketing 56(1): 1–17.

    Article  Google Scholar 

  • Wilkins, S. and Huisman, J. (2012) ‘UK business school rankings over the last 30 years (1980–2010): Trends and explanations’, Higher Education 63(3): 367–382.

    Article  Google Scholar 

  • Williamson, O.E. (1979) ‘Transaction cost economics: Governance of contractual relations’, Journal of Law and Economics 22(1): 233–261.

    Article  Google Scholar 

  • Zuckerman, E.W. (2000) ‘Focusing the corporate product: Securities analysts and de-diversification’, Administrative Science Quarterly 45(3): 591–619.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Mary Lou Fulton Teachers College, Arizona State University, 1050 S Forest Mall, TEMPE, 85287, USA

    Jeongeun Kim

  2. School of Engineering and Science, FCFM, Universidad de Chile, Beauchef 850, Santiago, 8370448, Chile

    Sergio Celis

Authors
  1. Jeongeun Kim
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Sergio Celis
    View author publications

    You can also search for this author in PubMed Google Scholar

Appendix

Appendix

Table A1

Table A1 The association between rankings and centrality in the exchange network
Full size table

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Kim, J., Celis, S. Global Partnership as a Strategy for Internationalisation: MBAs in Latin America and Asia and Oceania. High Educ Policy 29, 355–378 (2016). https://doi.org/10.1057/hep.2016.3

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1057/hep.2016.3

Keywords

Search

Navigation