Capacity building for transnationalisation of higher education

Abstract

This document may differ from the final, published version of the research and has been made available online in accordance with publisher policies. To read and/or cite from the published version of the research, please visit the publisher's website (a subscription may be required.) | P a g eCapacity building for transnationalisation of higher education: Knowledge management for organisational efficacy Abstract PurposeTransnationalism and transnational concept are extensively researched in many social science areas; however, transnational management and transnational marketing is relatively a less explored research domain. Also, knowledge management for transnational education (TNE) marketing is not well-researched. Capacity building is an established research-stream, with a key focus on socio-economic and ecological development; however, prior research on capacity building from the context of TNE's knowledge management and marketing is scarce. This study is the first of its kind to analyse TNE marketing mix, in order to understand the influence of transnational stakeholders' causal scope(s) on knowledge management in TNE to uphold their transnatioalisation processes through capacity building in TNEs' marketing management. Design/methodology/approachAn inductive constructivist method is followed. FindingsOrganisational learning from the context of transnational market and socio-economic competitive factors, based on analysing the transnational stakeholders' causal scope(s) is imperative for proactive knowledge management capacity in TNE marketing. Following the analysis of transnational stakeholders' causal scope(s) to learn about the cause and consequence of the transnational stakeholders' relationships and interactions, an initial conceptual framework of knowledge management for TNE marketing is proposed. Practical insights from different TNE markets is developed in support of this novel knowledge management capacity building framework of TNE, and its generalisation perspectives and future research areas are discussed. Practical implicationsThese insights will be useful for TNE administrators to better align their knowledge management perspectives and propositions with their transnational stakeholders to underpin TNE marketing. Academics will be able to use these insights as a basis for future research. Originality/valueThis study proposes a novel conceptual stakeholder-centred capacity building framework for TNE's knowledge management to uphold TNE marketing, and supports the framework, based on practical insights from three different transnational markets.

Stakeholder engagement for innovation management and entrepreneurial development: A meta-analysis

“… Kholi and Jaworski (1990) define market orientation as the organisation-wide generation of market intelligence that pertains to current and future customer (and other stakeholders’) needs, dissemination of intelligence across departments, and organisation-wide responsiveness”. Such a development of market intelligence involves recurrent monitoring of target market conditions, relevant to customers, competitors and overall socio-economic environments to develop and offer services that are expected and accepted by customers ( Shams & Hasan, 2020, p. 463 ). …”

The Relationship Between Organisational Efficacy and Corporate Sustainability in the Construction Industry

“…In an organisation, they have or will need to develop these capabilities, including collective skills, abilities and expertise, to compete and face the future (Zehir and Acar, 2006). Company capabilities plays an essential role in the corporate sustainability (Cao et al, 2020;Shams and Hasan, 2020). Bukhamsin (2015) stated that in order to increase company capabilities, they will need to allocate more sources towards improving their business pace, due to intensive competition.…”