Abstract
International branch campus is a rather new phenomenon in higher education and it is often questioned if it is an effective tool for HEI competitiveness because of its high risks and extremely high costs. In order for higher education institution managers to be able to use an international branch campus (IBC) as a tool for competitiveness, indicators of IBC having the strongest influence on the competitiveness of HEI must be indicated. In order to determine the main key performance indicators semi structured interviews were executed with the top managers of international branch campuses globally and the gathered data was analysed and coded using the computer assisted qualitative data analysis (CAQDAS) with Nvivo software. Six most important key performance indicators of IBCs have been identified and the FARE (Factor Relationship) method was used in order to determine the weights of the latter criteria. A system of indicators has been developed to assess the impact of HEI international development on the university's competitiveness and a relationship between the key performance indicators of the IBCs and the university's competitiveness has been revealed.
Highlights
Internationalisation is an ultimate condition and the way for Higher Education Institution international branch campus (IBC) (HEI) to operate
The conclusion was drawn that the following are the main key performance indicators having the biggest effect on the competitiveness of a Higher Education Institution IBC (HEI) according to the respondents of the interviews: number of study programs taught at IBC, yearly income of IBC, having partners in IBC establishment in a form of joint venture, number of international staff in IBC, number of social partners in a host country of IBC, student number in IBC
The experts were the top executives from IBCs all over the world, who are directly responsible for the decision making at the IBCs
Summary
Internationalisation is an ultimate condition and the way for HEIs to operate. In response to external as well as internal pressure HEIs strive to increase the volume and enhance the quality of internationalisation activities. The competition in higher education area is growing and universities are becoming more and more entrepreneurial. It is argued in literature that universities will be run like multinational corporations and will have to incorporate business models in order to operate successfully (Czinkota et al, 2009; Ennew, 2012; Gallagher & Garrett, 2012; Kim & Zhu, 2010; Naidoo, 2008, 2009; Naushad, 2018). It is argued that entering international markets is a source of competitiveness. The most radical foreign market mode in higher education is an international branch campus
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