Organizational structures for international universities: implications for campus autonomy, academic freedom, collegiality, and conflict

Ronald William Edwards, Glenda Marian Crosling, Ngat-Chin Eunice Lim

Research output: Contribution to journalArticleResearchpeer-review

7 Citations (Scopus)

Abstract

One significant form of transnational higher education is the International Branch Campus (IBC), in effect an outpost of the parent institution located in another country. Its organizational structure is alignable with offshore subsidiaries of multinational corporations (MNCs). The implications of organizational structure for academic freedom in teaching and research are discussed in this article. Drawing on examples from the literature, the investigation shows that over time as the IBC establishes its reputation locally, there is pressure for an increase in the academic freedom of academic staff. Our study suggests that over time and depending on the strategic choice of the parent university, the maturity of the offshore institution can be reflected in the increased academic freedom afforded to academic staff. In the interim, the limits to academic freedom and organizational constraints to intercampus collegiality can often lead to conflict. ? 2013 European Association for International Education.
Original languageEnglish
Pages (from-to)180 - 194
Number of pages15
JournalJournal of Studies in International Education
Volume18
Issue number2
DOIs
Publication statusPublished - 2014

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