International branch campuses (IBCs) are complex entities and while much has been written about their expansion and development, the literature is largely from an external perspective. There have been few longitudinal studies examining the development of an IBC over time. The purpose of this paper is to review the development of one IBC over an eight-year time period, to identify the key learning points for institutional managers of other IBCs or for institutions intending to establish an IBC.
This paper is a culmination of research, conducted during the eight years when the lead author worked at the University of Nottingham Malaysia Campus (UNMC). The author was involved in practical management aspects as well as the research and analysis of IBC development. This paper represents a form of ethnographic research where the author conducted interviews, meetings and discussion groups, observed institutional policies, strategies and operations in action and was in an ideal position to identify and discuss their impacts on institutional performance.
This paper examines key management issues during the early, developing and evolving stages of an IBC and discusses key issues including communication, curriculum, identity and management. Key challenges, procedural issues, managerial responses and strategy will be presented to highlight foundational concerns for IBC development and areas and topics that must be given priority and support.
This paper considers the management of an IBC from the reflective standpoint of an author employed in a senior management position, during a period of significant growth of UNMC. The author provides insights and discussion involving practical experience.
Hill, C. and Thabet, R.A. (2018), "Managing international branch campuses: Lessons learnt from eight years on a branch campus in Malaysia", International Journal of Educational Management, Vol. 32 No. 2, pp. 310-322. https://doi.org/10.1108/IJEM-04-2017-0079Download as .RIS
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