Administrating transnational education: a cross‐cultural application of Hodgkinson’s values paradigm

Abstract

This article reports on an exploratory study which employed Hodgkinson’s values paradigm as an analytical tool for explaining how administrators of transnational education programmes understand national cultural values to affect their work and working environment. In particular, interviews with managers responsible for Australia’s provision of transnational higher education in Thailand were examined against Hodgkinson’s values paradigm in an attempt to identify whether any of his particular value types might appear more prominently in decision‐making undertaken in either the Australian or the Thai educational administrative setting. The findings suggest that rational consequential decision‐making might be more significant in Australia, while decision‐making using rational consensual, transrational and subrational values might be more prominent in Thailand.