People, Politics, Policy
This chapter provides an administrator's perspective on institutional collaboration, with a particular focus on the experience of the National University of Singapore. To the administrator, collaborative projects promise improvement of the staff's teaching portfolios, the potential spinoff of research, enhanced institutional reputation, and the possibility of increased graduate student recruitment. Although collaborative instruction depends upon the degree of personal commitment of participants, institutional commitments and appropriate reward structures are necessary to sustain them over the longer term. A number of tensions structure international collaboration, including “top down” versus “bottom up” management of interaction; the clash of institutional cultures and the asymmetry of relations in international higher education; and the conflict in individual and institutional priorities, such as between research, consulting, and teaching.
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