Show simple item record

dc.contributor.supervisorLean, Jonathan
dc.contributor.authorSiu, Ben
dc.contributor.otherPlymouth Business Schoolen_US
dc.date.accessioned2017-08-04T10:49:50Z
dc.date.issued2017
dc.identifier10003462en_US
dc.identifier.urihttp://hdl.handle.net/10026.1/9668
dc.descriptionEdited version embargoed until 04.08.2018 Full version: Access restricted permanently due to 3rd party copyright restrictions. Restriction set on 04.08.2017 by SE, Graduate School
dc.description.abstract

This study identifies the success and failure factors of foreign direct investment in transnational education. With western tertiary education markets becoming more saturated, it becomes essential for higher education institutions (HEI) to pursue new and lucrative opportunities internationally. One approach to internationalisation is the establishment of international branch campuses (IBC). This method provides the highest level of control but incurs the most risk, and failure can result in irrecoverable damage to reputation and substantial loss of resources. A review of the literature shows that numerous facets should be considered when establishing an IBC, but there are limited studies that holistically address what makes them successful or how success can be measured. Three research questions were devised to address the gaps in the extant literature. A three-stage exploratory mixed methodology is implemented consisting of expert surveys, case studies and a quantitative survey. The results show five factors that contribute to the success of an IBC. Additionally, eight classifications of success measures and a framework for establishing an IBC were identified. A key finding is the importance of the HEI factor; the remaining factors should be considered once it has been established that the HEI is able to open and operate an IBC efficiently. Furthermore, this study is one of few that presents a holistic view of how to operate an IBC successfully. The results of this thesis present HEI managers with the key considerations when developing an IBC and academicians with scope to further understand what makes IBCs successful.

en_US
dc.language.isoen
dc.publisherUniversity of Plymouth
dc.rightsAttribution-NonCommercial-ShareAlike 3.0 United States*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-sa/3.0/us/*
dc.subjectTransnational Educationen_US
dc.subjectForeign Direct Investmenten_US
dc.subjectInternational Branch Campusen_US
dc.subject.classificationPhDen_US
dc.titleSuccess and Failure Factors of Foreign Direct Investment in Transnational Educationen_US
dc.typeThesis
plymouth.versionnon-publishableen_US
dc.identifier.doihttp://dx.doi.org/10.24382/847
dc.identifier.doihttp://dx.doi.org/10.24382/847
dc.type.qualificationDoctorateen_US
rioxxterms.versionNA
plymouth.orcid.id0000-0003-0471-0539en_US


Files in this item

Thumbnail
Thumbnail
Thumbnail
Thumbnail
Thumbnail

This item appears in the following Collection(s)

Show simple item record

Attribution-NonCommercial-ShareAlike 3.0 United States
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-ShareAlike 3.0 United States

All items in PEARL are protected by copyright law.
Author manuscripts deposited to comply with open access mandates are made available in accordance with publisher policies. Please cite only the published version using the details provided on the item record or document. In the absence of an open licence (e.g. Creative Commons), permissions for further reuse of content should be sought from the publisher or author.
Theme by 
Atmire NV