International Partnership Case Study

As previously discussed, a phase- and principle-based management model for successful international partnerships was developed based on the assumption that the three critical principles are required to ensure the success of international partnerships, namely accountability, transparency, and learning capacity. Accountability is closely related to management competence, particularly to a leader’s behavioural obligations of responsibility and answerability to stakeholders. Accountability embodies the scope of the authority of leadership and management roles. More specifically, it is embodied in those practices relating to a clear demarcation of responsibility in the process of decision making. This is also true for management, control, and the
A single division within civil engineering manages the programme with the Faculty of Engineering, Lund University (E-Lund), but E-KU does not have any solid management organization (such as a faculty-level committee) responsible for discussing and making decisions specifically on international partnerships. A few managing academics within the civil engineering division are responsible for the decisions and management of the partnership. Only the DDP agreement requires the approval of the E-KU Faculty Meeting chaired by a faculty dean. The DDP agreement is then authorized by the university-wide International Affairs Committee, which is the university’s highest decision-making organization in terms of international affairs, and is chaired by the Executive Vice-President for International Affairs. Once an agreement is authorized, neither the E-KU Faculty Meeting nor the university-wide International Affairs Committee makes any contribution to the management of the
When they start a new programme, whether under the framework of the Erasmus programme or similar, the concerned department committee takes the proposal for a new programme to the Faculty Management Board seeking their approval. Once the programme is approved, the relevant department committee is responsible for management throughout the implementation of the programme. However, the department committee needs to consult the Faculty Management Board for important decisions to conform to the faculty’s policy. They do not need to seek approval from the university’s central administration to develop a