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International Review of Education

, Volume 60, Issue 5, pp 619–637 | Cite as

Cross-border university networks as a development strategy: Lessons from three university networks focused on emerging pandemic threats

  • David W. Chapman
  • Amy Pekol
  • Elisabeth Wilson
Article
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Abstract

Cross-border university networks have recently been advocated as an effective strategy for addressing national and regional development needs while simultaneously strengthening the capacity of the participating institutions. While university-to-university partnerships generally involve two institutions collaborating to accomplish a particular activity, university networks typically involve a larger number of institutions and focus on a broader set of activities organised around a particular issue or goal. They can take on activities which would exceed the capacity of individual institutions and the intention often is to establish a longer-term, more sustainable set of relationships than are typical in university-to-university twinning arrangements. This paper synthesises key lessons which have emerged from three recent efforts of establishing multi-university networks, one in Africa and two in Asia. Their experience suggests that such networks can be a useful mechanism for promoting a social and educational agenda while at the same time strengthening the capacity of participating universities. However, findings also suggest that success is not guaranteed. While university networks can expand resources and capabilities, they also increase operational complexity. The authors’ analysis of the advantages and constraints encountered in the development and implementation of university networks aims to offer guidance to those pursuing this mechanism as a means of strengthening higher education and achieving broad development goals.

Keywords

Cross-border university collaboration University networks Development partnerships Preventive health care One Health OHCEA SEAOHUN VOHUN Africa Asia 

Résumé

Réseaux universitaires transfrontaliers, une stratégie de développement : les conclusions de trois réseaux universitaires traitant les nouveaux dangers mondiaux – Les réseaux universitaires transfrontaliers sont ces derniers temps préconisés comme stratégie efficace pour répondre aux besoins de développement national et régional tout en renforçant les capacités des institutions affiliées. Alors que les partenariats bilatéraux rapprochent typiquement deux universités qui coopèrent à une activité spécifique, les réseaux transfrontaliers impliquent généralement plusieurs institutions et se consacrent à une série d’activités gravitant autour d’une question ou d’un objectif particulier. Ils sont en mesure de mener des activités qui dépasseraient la capacité des établissements individuels, et leur intention est souvent d’instaurer un ensemble de relations de longue durée plus pérennes que dans les jumelages universitaires classiques. Les auteurs de cet article synthétisent les principaux enseignements tirés de trois initiatives récentes visant à créer des réseaux pluri-universitaires, l’une en Afrique et deux en Asie. Leur expérience suggère que ces réseaux peuvent être des dispositifs efficaces pour promouvoir un programme social et éducatif tout en renforçant les capacités des institutions membres. Mais les conclusions signalent également que le succès n’est pas garanti. Car si les réseaux universitaires peuvent amplifier les ressources et les capacités, ils intensifient également la complexité opérationnelle. Par leur analyse des avantages et des contraintes rencontrées lors de la création et du fonctionnement de ces réseaux universitaires, les auteurs visent à donner une orientation aux personnes qui adoptent ce mécanisme dans le but de renforcer l’enseignement supérieur et d’atteindre des objectifs généraux de développement.

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References

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Copyright information

© Springer Science+Business Media Dordrecht and UNESCO Institute for Lifelong Learning 2014

Authors and Affiliations

  • David W. Chapman
    • 1
  • Amy Pekol
    • 1
  • Elisabeth Wilson
    • 2
  1. 1.Department of Organizational Leadership, Policy, and DevelopmentUniversity of MinnesotaMinneapolisUSA
  2. 2.HoughtonUSA

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