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Successful Global Collaborations in Higher Education Institutions.

Bibliographic Details
Main Author: AI-Youbi, Abdulrahman.
Other Authors: Zahed, Adnan H. M., Tierney, William G.
Format: eBook
Language:English
Published: Cham : Springer International Publishing AG, 2019.
Edition:1st ed.
Subjects:
Electronic books.
Online Access:Click to View
Table of Contents:
  • Intro
  • Introduction
  • References
  • Contents
  • Editors and Contributors
  • Implementation of Global Partnerships
  • 1 King Abdulaziz University's Approach to International Collaboration
  • 1 Introduction
  • 1.1 Definition of Cooperation, Collaboration, and Partnership
  • 1.2 King Abdulaziz University's Choice to Pursue Collaboration
  • 2 International Collaboration
  • 3 International Collaboration and Cooperation Among Universities
  • 4 The Importance of International Collaboration for Universities
  • 5 International Collaboration in Higher Education in Saudi Arabia
  • 6 International Collaboration at King Abdulaziz University
  • 6.1 KAU Administration of International Agreements
  • 6.2 Agreements with Leading Universities
  • 6.3 International Students Program
  • 6.4 Distinguished Scientist Program
  • 6.5 International Advisory Board (IAB)
  • 6.6 Research Groups
  • 6.7 KAU-Industry Collaboration
  • 6.8 Knowledge and Business Alliance
  • 6.9 Wadi Jeddah (Jeddah Valley) Company
  • 7 Outcomes of Collaboration at King Abdulaziz University
  • 8 Conclusion
  • Acknowledgements
  • References
  • 2 Creating an Organizational Climate for Global Partnerships: Challenges and Opportunities
  • 1 Introduction
  • 2 Defining Organizational Culture
  • 3 Defining Globalization
  • 4 Defining Innovation for Global Partnerships
  • 5 Sustaining an Innovative Environment and Building Stable Global Partnerships
  • 6 Conclusion
  • References
  • 3 Global Citizens for the Twenty-First Century: The Role of International Partnerships in University Education
  • 1 Introduction
  • 2 Achieving the Three Levels of Collaboration Success
  • 2.1 Individual Impact
  • 2.2 Institutional Impact
  • 2.3 National and Global Impact
  • 3 The Wide Range of University Partnerships.
  • 3.1 Soochow University, University of Waterloo and Suzhou Industrial Park Joint Institute of Research and Education on Nanotechnology
  • 3.2 United Nations Sustainable Development Solutions Network
  • 3.3 Risk Management, Economic Sustainability and Actuarial Science Development in Indonesia
  • 4 International Work-Integrated Learning: Future of Global Talent
  • 5 Conclusion
  • References
  • 4 International Cooperation in East Asian Higher Education
  • 1 Introduction: The Rise of Asia
  • 2 New Center of International Cooperation
  • 3 Regional Partnership Within International Cooperation
  • 4 Asian Aspirations for World-Class Standards in Higher Education
  • 5 Emerging Trends in International Cooperation
  • 5.1 Changing Demographics
  • 5.2 Success in Expanding Access to Primary and Secondary Education
  • 5.3 Economic Integration
  • 5.4 Shift to Knowledge-Based Economies
  • 5.5 Improved Communication Systems
  • 5.6 Quality
  • 5.7 Relevance
  • 5.8 Access and Equity
  • 6 Rapid Growth in Private Higher Education and International Cooperation
  • 7 International Cooperation Amid a Concern About Sovereignty
  • 8 Conclusion: The Inevitability of International Cooperation
  • Acknowledgements
  • References
  • International Collaboration and Knowledge Transfer
  • 5 International Collaboration as a Catalyst for Change: The Case of Nanyang Technological University, Singapore 2003-2017
  • 1 Introduction
  • 1.1 Genesis
  • 1.2 Historical Background
  • 1.3 Competitive Position
  • 1.4 Building the Team
  • 2 Seizing the Opportunity
  • 2.1 QAFU Review, Autonomous Universities and National Research Foundation
  • 2.2 University Autonomy
  • 2.3 National Research Foundation
  • 3 The Nanyang Troika
  • 4 The Nature of Globalisation
  • 5 International Collaboration with Top Schools
  • 5.1 The MIT Review
  • 5.2 Singapore-MIT Alliance
  • 5.3 SMART
  • 6 International Networks.
  • 6.1 Research Collaboration
  • 6.2 NTU Networks
  • 6.3 Tapping Top Schools
  • 6.3.1 MIT
  • 6.3.2 Stanford
  • 6.3.3 Caltech
  • 6.4 Competing for Research Centres of Excellence (RCE)
  • 6.4.1 Earth Observatory of Singapore
  • 6.4.2 Singapore Centre for Environmental Life Sciences Engineering
  • 6.5 National Research Foundation, Autonomous Universities and New Talent
  • 6.6 China Programmes
  • 7 Conclusion
  • 7.1 The Role of Globalisation in the Transformation of NTU
  • References
  • 6 Making Ideas Work for Society: University Cooperation in Knowledge Transfer
  • 1 Introduction: KT (Knowledge Transfer) as an Imperative for a University
  • 1.1 It's Ideas That Count for Progress
  • 1.2 KT as an Imperative for a University
  • 1.3 Content of This Chapter
  • 2 Competitiveness Through Innovation
  • Innovation for Less Oil Dependency
  • 2.1 Valorization and Innovation
  • 2.2 Countries Ranked by Level of Innovation
  • 2.3 Innovation in Resource-Rich Countries
  • 3 Knowledge and the Region
  • 3.1 The Distributed Impact of Knowledge
  • 3.2 Measuring Impact
  • 3.3 Evidence on the Impact of Universities on the Region
  • 4 Organizing Innovation Systems: Making KT Work
  • 4.1 Institutional Setting: Triple Helix
  • 4.2 Readiness of Universities for Innovation
  • 4.3 Personal or Institutional KT Partnerships?
  • 4.4 A Practical Example
  • 4.5 Open Science
  • 5 Cooperation in Innovation
  • 6 Conclusions
  • Acknowledgements
  • References
  • 7 Student Exchange: The First Step Toward International Collaboration
  • 1 Introduction
  • 2 Description of Exchange Programs
  • 2.1 Undergraduate Student Exchange Programs
  • 2.2 Graduate Student Exchange Programs
  • 3 Principles for Operating Exchange Programs
  • 3.1 Exchange Program Coordinators
  • 3.2 Transfer of Undergraduate and Graduate Credits
  • 3.3 Thesis Advisors from Both Institutions.
  • 4 Advantages and Disadvantages of Exchange Programs
  • 4.1 From the Students' Perspective
  • 4.2 From the University's Perspective
  • 5 Maintaining Exchange Programs
  • 5.1 Things to Do
  • 5.2 Things not to Do
  • 6 Termination of Exchange Programs
  • 6.1 Things that Can Go Wrong
  • 7 Good Examples of Exchange Programs
  • 7.1 European Union Erasmus Program
  • 7.2 Other Examples
  • 8 International Collaborative Courses, Another Avenue for Student Exchange
  • 9 Other Forms of Collaboration
  • 9.1 Faculty Exchange Programs
  • 9.2 International Joint or Dual Degree Programs
  • 9.3 Research Workshops Between Two Institutions
  • 10 Conclusion
  • References
  • Challenges and Sustainability of Global Partnerships
  • 8 The Tricky Terrain of Global University Partnerships
  • 1 Introduction
  • 2 History of Global Partnerships
  • 2.1 Internationalization of US Higher Education
  • 2.2 US Institutions Abroad: 1900s-Present
  • 2.3 Global Partnerships in the Twenty-First Century
  • 3 A Taxonomy of Global Partnerships
  • 3.1 One-on-One Collaborations and Exchanges
  • 3.2 Program or Center Collaborations and Inter-institution Simultaneous Matriculation
  • 3.3 Joint or Dual Degree Programs
  • 3.4 Global Satellite or Branch Campuses
  • 3.5 Co-branded Institutions
  • 4 Benefits of Global Partnerships
  • 4.1 Increasing Revenues
  • 4.2 Expanding Institutional Brand and Reputation
  • 4.3 Globalizing Learning and Impact
  • 4.4 Accessing Scholarly Opportunities
  • 5 Challenges of Global Partnerships
  • 5.1 Risk Aversion and Its Impact on Innovation
  • 5.2 Lower Than Expected Enrollment and Revenue
  • 5.3 Perceived Erosion, Lack of Control Over Quality
  • 5.4 Threats to Autonomy and Academic Freedom
  • 6 Implications and Recommendations
  • References
  • 9 Long-Term Sustainability in Global Higher Education Partnerships
  • 1 Introduction
  • 2 Threats to Long-Term Sustainability.
  • 2.1 Divergent Motivations and Goals
  • 2.2 Inadequate Planning and Funding Volatility
  • 2.3 Leadership Turnover and Instability
  • 2.4 Poor Faculty and Staff Morale
  • 3 Improving the Prospects for Long-Term Sustainability
  • 3.1 Alignment in Motivations and Goals for Both Parties
  • 3.2 Careful Planning and Multiple Funding Sources
  • 3.3 Shared Leadership Responsibilities
  • 3.4 Open Dialog and Professional Growth
  • 4 Establishing Legitimacy by Embracing Community
  • 4.1 Legitimacy Concerns
  • 4.2 Conceptualizing a Charter with Society
  • 5 Conclusion
  • References.

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