Strategy Formation in Chinese Universities Ian Fraser BEc (Mon) BEd (Melb) MBA (UNE)

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 2 One World, One Dream (Olympic Games Motto) Same bed, Different Dreams (Foreign Joint Ventures) The Mountains are high and the Emperor is far away

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 3 Background China is developing its own version of modernity While most of the issues faced by Chinese and Australian Universities are similar the contexts in which they operate are different: –National development strategy –One Party State –National Ideology –Dual Management Structure

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 4 Research Objectives A descriptive and exploratory study The questions: –What is the process by which strategy development and implementation takes place in Chinese Universities? –How is the process applied in different types of universities? –How can an understanding of strategy formation in Chinese universities assist in the development of joint ventures in China by Australian educational institutions?

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 5 Significance of the Problem There are few studies of the implications of the globalisation process grounded in detailed examinations of particular historical and geographic times and places There are few empirical studies in the internationalization of higher education, particularly in less developed countries

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 6 Significance of the Problem (continued) Improved understanding of strategy formation processes will assist foreign universities and enterprises seeking to develop relationships in China Contribute to the development of theory in –Internationalisation –Transnational education

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 7 Significance of the Problem (continued) Improved understanding of the dual management structure in Chinese State owned enterprises and the impacts on managers Improved understanding of the approaches required to conduct qualitative research in China involving senior officials and managers The impact of regime change on university management in China term of shifting priorities Improved understanding of the roles interests and power of the key stakeholders in Chinese universities and the application of stakeholder theory

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 8 Significance of China Australian and Chinese universities are collaborative partners –Joint research –Staff and student exchange –Study tours –Joint academic programs (30,000 students) China provides 42% of the 180,000 foreign students studying in Australia

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 9 The Research Population Interviews were conducted with 18 people from 6 universities The universities were located in 3 cities –1 from the top 10 (Research Oriented) –1 from the top 100 –1 comprehensive university –2 specialist universities –1 private university Senior managers – Presidents or Vice Presidents Middle managers – Vice presidents or Deans Program managers – Directors or Associate Deans

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 10 Findings Purposes and Roles of Universities *Serve the economy and industry *Teach values (note elimination of the term “marketization”) Key Stakeholders *Teaching staff *Students and parents *National and local government *Enterprises

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 11 Strategy Development – Three Approaches Carried out by the President from the top down Top down but with interaction with government, staff and alumni Derived from consultation with staff Strategy Implementation Detailed performance planning at each level, review and consequences via penalties and rewards *Government*University *Department*Staff *Faculty

2008 IF Personal-Strategy Formation in Chinese UniversitiesSlide 12 For Foreign Joint Ventures in Education Chinese Goals Only disciplines that are politically acceptable Improve quality of learning experience for students Develop an understanding of foreign teaching practice Improve the quality of learning materials Introduce a global perspective Enhance the competitive position of the host Chinese University Profitability Explicitly rejected as a key objective