1. Faculty of Arts, Computing, Engineering and Sciences Dr Keith Burley, John Walton, Dr Elizabeth Uruchurtu MEETING THE LEARNING NEEDS OF POSTGRADUATE STUDENTS FROM THE INDIAN SUBCONTINENT - A RESEARCH APPROACH

2. STAKEHOLDERS In international work in higher education, stakeholder management is crucial to maintain long term competences for sustainable competitive advantage. WHO are these stakeholders? What role DO THEY PLAY? What are the stakeholder dynamics how do they CHANGE OVER TIME?

3. INTER UNIVERSITY STRATEGIC ALLIANCES An ISA is ”..relatively enduring inter university co operative arrangement involving flows and linkages that utilise resources and/or governance structures from autonomous organisations, for the joint accomplishment of individual goals linked to the corporate mission of each sponsoring firm. This definition delineates ISAs from single transaction market relationships, as well as from unrelated diversification moves while accommodating the variety of strategic motives and organisational forms that accompany such partnerships”. [Adapted from Parkhe et al 1993:532]

4. MC UC UD Co-operate UD UC Co-operate Defect MD ISA - A GAME THEORY PERSPECTIVE Mutual co-operation Mutual defection HOW DO BOTH PLAYERS ENSURE MC, AVOID SUCKER’S PAYOFF (UD) – THE WORST OUTCOME FOR ONE PLAYER, OR MD THE WORST OUTCOME FOR BOTH PLAYERS Unilateral defection (Temptation) Unilateral Co-operation (Suckers payoff)

5. POWER LEGITIMACY URGENCY Dormant Stakeholder Discretionary Stakeholder Demanding Stakeholder Definitive Stakeholder Dominant Stakeholder Dangerous Stakeholder Dependent Stakeholder WHO ARE THE STAKEHOLDERS? (Mitchell, Agle & Woods, 1997)

6. POWER - those with a loaded gun - those who can spend a lot of money - those who can command media attention Dormant Stakeholder Discretionary Stakeholder Demanding Stakeholder Stakeholder salience may be low where only one of the stakeholder attributes is perceived by managers to be present. LEGITIMACY - environmental organisations - other non-profit organisations URGENCY - an individual protester - dissatisfied student groups Stakeholder Classes: Latent Stakeholders

7. POWER LEGITIMACY URGENCY Dominant Stakeholder Dangerous Stakeholder Dominant Stakeholder : - influence is assured - form “dominant coalition” - usually some mechanism in place - Board of governors, large creditors, unions Dependent Stakeholder Dependent Stakeholder : - depend on others for power -example: local residents nearby an oil spill -academic departments with falling UK admissions Dangerous Stakeholder : - coercive power often accompanies illegitimate status - wildcat strikes, employee sabotage, terrorism e.g agents that switch allegiance Stakeholder Classes: Expectant Stakeholders

8. POWER LEGITIMACY URGENCY Definitive Stakeholder Definitive Stakeholders : “Stakeholder salience will be high where all three of the stakeholder attributes are perceived by managers to be present” examples: - Government take-over of Railtrack ? - Enron’s creditors ? - Russell Group Universities setting quality standards for international delivery beyond the resources on the ‘new university sector’ to deliver Stakeholder Classes: Definitive Stakeholders

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