Management of cultural differences under various forms of China–UK higher education strategic alliances. / Li, Xiaoqing ; Roberts, Joanne; Yan, Yanni; Tan, Hui.

In: STUDIES IN HIGHER EDUCATION, Vol. 41, No. 4, 2016, p. 774-798.

Research output: Contribution to journalArticlepeer-review

Published
  • Xiaoqing Li
  • Joanne Roberts
  • Yanni Yan
  • Hui Tan

Abstract

International strategic alliances are notorious for their high failure rate. Increased inter-partner conflict resulting from ineffective cross-cultural management is perceived to be one of the key reasons for unsatisfactory alliance performance. Driven by globalization, universities are extending into foreign markets through the establishment of various types of strategic alliances (SAs). Through an empirical investigation, this study reveals that although cultural differences (CDs) exist in China–UK higher education (HE) SAs their impact depends on the structure of the SA. Although cultural conflicts occur more frequently in equity joint ventures than in non-equity modes, the impact of conflict arising from CDs is more serious and significant in non-equity arrangements. Moreover, partners perceive CDs as sources of mutual interest. The findings imply that the negative impact of CDs can be ameliorated to varying degrees depending on the type of China–UK HE SA.
Original languageEnglish
Pages (from-to)774-798
Number of pages25
JournalSTUDIES IN HIGHER EDUCATION
Volume41
Issue number4
Early online date8 Oct 2014
DOIs
Publication statusPublished - 2016
This open access research output is licenced under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.

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