International Development Office - The Association of Business by pptfiles


									ABS ER Group Meeting 2012.

Educational Partnerships & the Case of Central &
Eastern Europe
Simon Mercado, Associate Dean, Nottingham Business School

With acknowledgement to:
John Leopold (NUBS), Emil Helienek (NBS).
Partnering in Management Education
Partnering in management education


ü 1. Most institutions regard international collaboration with fellow HEIs
  as a key tool for globalisation or internationalisation.

ü 2. International agencies, research councils, and accreditation bodies
  actively promote, fund or sponsor international partnering.

ü 3. Effective cross-border partnerships benefit the sector, its
  institutions and stakeholders.

ü 4. The quality, character and value of our international ties are
  integral to our institutional experiences and identities.

ü 5. Partnership agreements are fundamental to commercial activity
  and to international trade in higher education services (next slide)

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Main Categories of International Trade in Higher
Education (GATS)

• Consumption Abroad                                • Commercial presence
Supply of educational service to individuals who    Foreign universities, institutions or investors
  become ‘mobile’ before consumption of service       establish direct or indirect presence in another
  abroad                                              country for purpose of supply of service

• Study abroad                                      • branch or satellite campuses
                                                    • franchising arrangements

• Cross Border Supply                               • Presence of natural persons
Includes any type of course provided cross border   People to move between countries to provide
  through distance education or online.               educational services on an essentially temporary

• distance education
• e-learning                                        • Flying faculty arrangements

• virtual universities                              • professors, teachers, researchers working abroad

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 Joining Forces: the HE sector

• Perceived benefits include:

ü knowledge gains and transfers
ü benchmarking opportunities
ü access to partner resources and skills
ü operational and experiential benefits (for staff & students)
ü enhanced capability/marketability (for graduates)
ü market extension/reach
ü increased revenues
ü access to funding
ü economies of scale/cost sharing
ü brand enhancement/joint branding opportunities
ü (local) market intelligence

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Partnership concentrations - a tentative typology

                     TNE           CURRICULA/MOBILITY

               RESEARCH                  FACULTY

September 04, 2013
Partnering in management education

In practice the HE scene presents a mix of partnership examples:

‘strategic’ partnerships/collaborations

(which exist in service of specific institutional goals, strategic aims or interest).

By extension, strategic partnerships may be:

‘Nodal’ (Stand-alone)
‘Multi-Nodal’ (Comprehensive)

Naturally, certain partnerships may be deemed to be core or priority, very often
those multi-nodal links that serve a more developed internationalisation

Greater strategic value is likely to apply where objectives focus simultaneously or
comprehensively on a spread of institutional, research, mobility, and curricula
based interests (Hudzik, 2010)

September 04, 2013                                                                      7
and the rest…

• Of course, for many of us at least, there may be a range of partnerships
  within our portfolio that might not be of strategic value or purpose and which
  may in fact be damaging to brand or strategy. These may include:

• Skeletons
• Paper Aeroplanes
• Mules
• Skunks &
• Lettuces

• These may be legacy arrangements, a product of displaced or outmoded
  strategies, or simply the product of uncoordinated/ad hoc internationalisation

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Your Existing Partnerships

• Know what you have and why you have it.
• Measure and profile the benefits tied to your partnerships
• Think in terms of a partnerships portfolio.
• Define major platforms for partnership and potential linkages.
• Establish hierarchies or networks as appropriate.
• Define evaluation criteria for each major category.

• Focus on strategic partnering and on building strategically aligned
  partnerships that:
 ‘have a purpose, value and fit with the mission, vision and strategy of your institution
 ‘offer you assets and opportunities available only through engagement’

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The NBS Case
Cross                                                               Comprehensive
                                                                    Multi Platform

Validation               Curriculum                     Exchange/                   Recruitment/                     Research                           EDP
Twin                                                    Mobility                    Access
(Twin Focus)

             OS           JD           DD              ERAS          EXC                  STA         ART              RPA            RDA
           Franchise   Joint Degree   Double Degree   Erasmus/LLP   Int. Exchange     Study Abroad   Articulation   Research Project Research Degree

               Educational partnerships across four key platforms…

   September 04, 2013                                                                                                                              11
  …hierarchically ordered

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 Focus & Priorities

üJoint Research                   ×Delegated provision
üExchange/Mobility Links          ×Franchises
üJoint/Double Degrees
üDirect Delivery (off-shore)

ØHigh-level of academic control
coupled with brand benefits       ØLow-level of academic control
ØPartnership model recruitment
                                  ØReputational risk
ØGood financial return @
25-50% UKRP (JD/DD)               ØPartner controlled recruitment
75-100% UKRP (Direct)             ØPoor financial return @
                                  10-30% of UKRP (FRA)            01-
                                  10% of UKRP (DEL)

Imaging the network (EAIE, 2011)

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 Partnership Evaluation/Benefits – The 6Rs

• Systematic Examination of prospective partnerships in relation to the 6Rs:

• Reputation (R1)- encouraging measurement of association benefits linked
  to partner institution’s positioning, portfolio, status and ranking.
• Revenue (R2)– encouraging measurement of fiscal or monetary benefits,
  both direct and indirect.
• Risk (R3)– the extent to which a partnership exposes the institution tosome
  combination of political, security, financial and legal risk.
• Reach (R4)– the extent to which a partnership either reinforces market
  presence or takes the institution into (new) target markets or territory.
• Resource (R5) – encouraging measurement of resource demands and/or the
  extent to which the partnership provides access to complementary resources.
• Research (R6)– the extent to which a partnership delivers research benefits
  or provides a platform for research links and knowledge exchange.

 September 04, 2013                                                            15
Partnership Category:   Essential                                    Desirable                               Score
Reputation              Strong national positioning by rankings or
                        palmes (minimum 3*)
                                                                     EQUIS/EPAS/AACSB accreditation or
                                                                     pre-accreditation status

                        Evidence of other strong exchange            Independent degree awarding powers
                        partnerships                                 with national ministry recognition

Revenue                 Prospect of balance to ensure budget
                                                                     Eligibility for mobility funds (e.g.
                                                                     Erasmus) in order to ease student
                                                                     participation or support staff costs
                        Low set up costs. Affordable monitoring.

Risk                    Low security/safety risk for participants    No risk to existing or favoured
                        Access to secure housing/campus facilities
                                                                     Low management risk
                                                                     (e.g. reputable International Office)

Reach                   Existing or forecast demand for study
                                                                     Potential platform for
                                                                     marketing/recruitment efforts

                                                                     Access to placement services or local
                                                                     companies through host

Resource                Students gain access to relevant course
                        units and learning resources
                                                                     Students gain access to selection of
                                                                     support services, campus and leisure

Research                Host Faculty include research active
                        academics. Teaching is research-informed.
                                                                     Scope for faculty links/exchange
                                                                     leading to research gains

September 04, 2013                                                                                            16
                                    Portfolio Evaluation by R1/R4 Assessment

                                Low-priority market       Mid-priority market      High priority market


                                              Partnership Category: Exchange (mobility)

                                                                                Links under review

                                                                                Terminated links

                         Low                                                                              High

                        September 04, 2013               REACH BENEFITS                              17
R6 Visualisation Tool

                    revenue                           risk   (avoidance)

0 = low/negative

5 = high/positive

                   research                            reach

  Small double degree project
    Small double degree project
        with high-standing
         with high-standing
institutional partner in mature,
  institutional partner in mature,
 low-risk market with high QA.                    De minimus indicators
   low-risk market with high QA.
     Faculty developing joint
      Faculty developing joint
     teaching and research.          resource
      teaching and research.

September 04, 2013                                                   18
 R6 Visualisation Tool

                     revenue                  risk   (avoidance)

  0 = low/negative

  5 = high/positive

                  relevance                   reach

  Profitable franchise with
 Profitable franchise with
 emerging private university                   De minimus indicators
emerging private university
   in ‘new’ (low/mid risk)
  in ‘new’ (low/mid risk)
 market for parent university.
market for parent university.    resource

  September 04, 2013                                         19
The Case of Central & Eastern Europe
 NBS and CEE Partnerships

                      2005   2008   2011   2015 (f)

Validation Service
                      3      3      2      0

Franchises            6      4      0      0

                      4      8      10     12

Joint/Dual Degrees    0      1      5      8

Articulation          0      0      2      4

Research              0      0      2      5

 September 04, 2013                             21
 Management Education & HE - CEE

• Last twenty years characterised by:

Ø rapid liberalisation and development of sector
Ø the influence of Bologna and growth in international cooperation
Ø restructuring of academic systems (market & EHEA adjustments)
Ø progressive recognition of foreign degrees
Ø slow emergence of private sector
Ø increasing number of incoming international students

Ø rise of regional co-operation (CEEMAN) & regional accreditation
Ø emergence of local world class providers
• IEDC (Slovenia); Kozminski (Poland); CEU BS (Budapest) +
• 2 EQUIS/ 12 EPAS Management Schools within region
• QS Europe Top 50 list 2012 (MBA Rankings) 3 CEE Schools – CEU, Corvinus, Warsaw

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 The co-operation cycle

• Arguably three key periods in terms of relations with foreign HEIs:

• Post-reform period based on knowledge transfer

• Post-Bologna period
(Internationalisation push combined with major structural reforms)

• Post-accession period
(Characterised by new BoP, accreditations and rankings gains)

September 04, 2013                                                      23
 Working with CEE partners-
 some complicating variables and tendencies

• PD often based on heritage *
• PD often ad hoc *
• Pattern of copying programs from more experienced Western counterparts *
• Institutional goal often to satisfy professors *
• Same teaching methods across the board *
• Difficult and bureaucratic approval processes
• Hierarchical decision-making processes
• Need for top-level engagements
• Internal University politics presents risk
• Relatively new and variable QA systems
• Subsidised fee structures (public sector)

* Virginijus Kundrotas President of BMDA – Baltic Management Development Association / CEEMAN Vice President

 September 04, 2013                                                                                     24
Working with CEE partners-
some enabling factors

• Strong partnership orientation
• Relatively low psychic distance
• Academic discipline and quality (in stronger institutions)
• Student quality
• Faculty quality and proactivity
• Expertise in accessing/securing funding
• Booming private sector
• Willingness to adopt UK QA practices
• Scope and appetite for depth in partnerships
• Lack of recognition of some degrees (MBA/Top-Ups) = opportunity
• Strong business community and burgeoning market for MD

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