Ikea Culture in Malaysia
INTERNATIONAL COLLABORATIVE VENTURES BETWEEN HIGHER EDUCATION INSTITUTIONS. A BRITISH-RUSSIAN CASE STUDY.
John Walton
London Metropolitan University
j.walton@londonmet.ac.uk
Gisèle Guarisco
London Metropolitan University
g.guarisco@londonmet.ac.uk
Abstract
This paper provides a case study analysis of an ongoing collaborative venture between a British and a Russian Higher Education (HE) institution. The paper provides evidence of how knowledge transfer, knowledge migration and, to some extent, management learning, have been achieved in the partnership under study through trust, commitment, forbearance, diplomacy and other soft communication skills. It offers an alternative perspective to the findings of Gilbert and Gorlenko (1999) who explain how a similar partnership foundered.
Key words: partnership management skills, knowledge transfer
Introduction
Gilbert and Gorlenko (1999) provide a fascinating case study insight into a British-Russian international collaborative venture (ICV) aimed at achieving a British validated Master of Business Administration (MBA) delivered in Moscow by Russians. They describe how the partnership started in 1992 with a certain ‘mutual euphoria’, but changed over the years to a much ‘colder realism’ about importing UK courses and associated quality assurance procedures. They explain how major issues such as language of delivery, assessment styles and procedures were not resolved and resulted in mutual misunderstanding, resentment and polarisation of views. After some years, although progress had been made on a postgraduate diploma, the full MBA was still not validated, the alliance foundered, and the ‘brave’ experiment failed. With much regret on both sides, the Wolverhampton business school withdrew. Drawing upon their experiences they suggest there are generic problems of establishing UK validated awards in Russian HE institutions. The approach entails a product-oriented
John Walton
London Metropolitan University
j.walton@londonmet.ac.uk
Gisèle Guarisco
London Metropolitan University
g.guarisco@londonmet.ac.uk
Abstract
This paper provides a case study analysis of an ongoing collaborative venture between a British and a Russian Higher Education (HE) institution. The paper provides evidence of how knowledge transfer, knowledge migration and, to some extent, management learning, have been achieved in the partnership under study through trust, commitment, forbearance, diplomacy and other soft communication skills. It offers an alternative perspective to the findings of Gilbert and Gorlenko (1999) who explain how a similar partnership foundered.
Key words: partnership management skills, knowledge transfer
Introduction
Gilbert and Gorlenko (1999) provide a fascinating case study insight into a British-Russian international collaborative venture (ICV) aimed at achieving a British validated Master of Business Administration (MBA) delivered in Moscow by Russians. They describe how the partnership started in 1992 with a certain ‘mutual euphoria’, but changed over the years to a much ‘colder realism’ about importing UK courses and associated quality assurance procedures. They explain how major issues such as language of delivery, assessment styles and procedures were not resolved and resulted in mutual misunderstanding, resentment and polarisation of views. After some years, although progress had been made on a postgraduate diploma, the full MBA was still not validated, the alliance foundered, and the ‘brave’ experiment failed. With much regret on both sides, the Wolverhampton business school withdrew. Drawing upon their experiences they suggest there are generic problems of establishing UK validated awards in Russian HE institutions. The approach entails a product-oriented
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