Long-Term Sustainability in International Branch Campuses

• In Event: Roundtable Session (Tuesday VI)
  In Refereed Round-Table Session: Planning, legitimacy, and sustainability in international branch campuses

Proposal

The creation of a global partnership in education requires a considerable investment of time and resources, yet comparatively little attention is given to long-term sustainability. Even when partnerships make excellent “common sense,” long-term sustainability can be negatively impacted by inequitable levels of commitment, confusion about the partnership’s objectives, and/or cultural misunderstandings. Drawing from extant literature on global research partnerships and international branch campuses, this paper first identifies four specific threats to long-term sustainability. The first threat involves divergent motivations and goals for the partnership. The second threat is funding volatility, especially in instances when a partnership is overly reliant on one source of funding and is susceptible to market forces. The third threat addresses the issue of leadership turnover and a lack of formal and informal leaders from within the partnership. The fourth threat concerns poor staff morale as the result of an over-reliance on part-time employment; limited opportunities for individual advancement; and/or differing expectations for shared governance, faculty duties, and academic freedom.

Afterwards, the paper proposes four conditions that can improve the prospects of long-term sustainability for universities interested in stable, mutually-beneficial global partnerships. A careful, transparent analysis of both institutions’ organizational cultures is essential so that an alignment in motivations and goals for both parties can be fostered. Multiple funding sources are vital, along with a strategic plan that outlines the projected duration of the partnership, prospects for deeper synergies, and entrepreneurial ventures. Shared leadership responsibilities among multiple individuals ensures consistent performance amidst turnover and change. Moreover, an environment that promotes dialogue and opportunities for professional growth must be cultivated so that individuals feel like vested members of the partnership, concurrent with their membership in their respective disciplinary communities.

As a final matter, the paper considers two ethical issues pertinent to contemporary global partnerships, in general, and international branch campuses, in particular. First, it argues that expectations of governance, faculty activities, and free speech (for staff and students) should be clear and consistently upheld, especially if they differ from the expectations of the partners’ campuses. Second, it maintains that activities related to innovation and entrepreneurship should be conducted in a transparent manner, particularly if they involve potential conflicts of interest.

Author

• Michael Lanford, University of Southern California