Abstract
This analysis of Rural Haitian University (RHU, a pseudonym) highlights the complexities that have arisen as a social entrepreneur in an extremely poor rural region in a deeply impoverished developing nation has sought to employ higher education to encourage community development. We argue that RHU has languished as a result of its founder’s embrace of a grass roots-centered vision that nonetheless ironically tracked neoliberal assumptions and conditions concerning institutional sustainability. We contend that our case suggests that a strategy that assumes self-sustaining and autonomous higher education institutions is unlikely to succeed in very poor nations.
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