Developing an international higher education partnerships between high and low-income countries: two case studies

Abstract

Many people and departments in higher education institutions and hospitals across the globe have objectives that include cross-national partnership working, internationalisation, capacity-building and sharing education and research. We find such commendable ideals at a global level in the Sustainable Development Goals (SDGs) to strategic plans of individual organisations from both low and high-income countries.Using a case-study approach this paper offers insights into some of the key practical issues around global partnership working. We use two case studies of a developing partnership between two separate higher education institutions from the United Kingdom (UK) and one from Nepal. To inform and guide others interested in developing global partnerships we highlight key the reasons for, considerations about, key procedures around the development of such Nepal-UK partnerships and key challenges.

Affective organizational commitment in global strategic partnerships: The role of individual-level microfoundations and social change

“…The rise of such partnerships has demonstrated a multitude of benefits that can accrue from such collaborations. Some partnerships have specifically focused on generating mutual growths in innovation, through for instance sharing research and development platforms, such as in the strategic partnership between Brazil and the European Union (Saraiva, 2017) or between the Manmohan Memorial Institute of Health Sciences (MMIHS) in Nepal with Bournemouth and Liverpool John Moores Universities (Van Teijlingen, Marahatta, Simkhada, McIver, & Sharma, 2018). The strategic partnership between Indian IT vendors and Western clients has benefitted from expansions in inter-organisational and boundary spanning activities (Søderberg & Romani, 2017).…”

Managing health research capacity strengthening consortia: a systematised review of the published literature

“…The most discussed factor reported as influencing consortium success was the importance of fostering strong relationships between partners, with nearly all papers (n=45) commenting on this. The value of informal networks and friendships among individual partners in consortium success was emphasised 26 42 43 69 72. In addition to their influence on the achievement of programme deliverables and consortium sustainability, effective relationships were in themselves seen as capacity outcomes 26 45 60 62…”