This paper seeks to analyse the Singapore government's recent attempt to make Singapore a “Global Schoolhouse” by transforming its tertiary education sector. It aims to examine the government's attempt to promote greater diversity and autonomy in the tertiary education landscape; it also aims to examine the government's systems of state funding and accountability for the tertiary education sector.
The paper utilises a policy analysis approach to examine the development of the “Global Schoolhouse” in Singapore. In particular, it examines a case study of the setting up and subsequent sudden pull‐out of the University of New South Wales Asia (UNSW Asia) to highlight the increasing challenge faced by the government in this undertaking.
Despite the government's promotion of greater diversity and autonomy in the tertiary education landscape, the government maintains centralised control through systems of accountability to, and funding from, the state. The case study of UNSW Asia shows that it is a paradoxical challenge for the government to engineer a tertiary education “market economy” with private foreign players while maintaining centralised control over the achievement of its strategic agenda within its stipulated time frame.
The analysis of the Singapore “Global Schoolhouse” effort is limited to a general review of the higher education scene in Singapore and a case study.
The study of Singapore serves as a mirror to other developing countries in understanding the challenges in developing a “Global Schoolhouse” while trying to maintain centralised control.
This paper provides an analysis of the recent developments in the Singapore “Global Schoolhouse” effort.
Tee Ng, P. and Tan, C. (2010), "The Singapore Global Schoolhouse: An analysis of the development of the tertiary education landscape in Singapore", International Journal of Educational Management, Vol. 24 No. 3, pp. 178-188. https://doi.org/10.1108/09513541011031556Download as .RIS
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