This case study is currently work in progress.
Case study summary
Project leader/s: Dr Guy Brown, Dr Tim Harris, Dawn Whitton, Dr Eustathios Sainidis, Dr James O’Brien
Increasingly Higher Education Intuitions are engaging in new business models to reflect the dynamic context in which they operate. One such model is the joint venture company in which distinct entities are developed between university and private sector organisations to deliver higher education. A joint venture relationship was formed between Northumbria University and QA Higher Education in 2012 to develop and operate its London Campus. The success of this collaboration has been attributed to the partnership approaches adopted and carefully planned process of leadership, governance and culture development. This case study will present a practical series of outputs designed to assist other Higher Education joint venture companies. This will be shaped by primary data gathering using semi structured interviews and focus groups with core stakeholders in the joint venture, including leadership teams, programme teams, professional support teams and Student Union. The outputs of this research will include a resource pack and supporting video made available via Efficiency Exchange. There will also be a series of blog discussions which will share the outcomes and practical leadership development interventions identified through this research. There will be a wider workshop style offer available to any HEI/Private sector collaborations who wish to learn from the Northumbria/QAHE experience
Research theme/s: Developing leaders, Culture, change and organisational development, Evolving organisational forms
Northumbria University - Original Proposal
Project leaders
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Dr Guy Brown, London Campus Director, Northumbria University, Vice Chancellors Office
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Dr Tim Harris, Executive Dean, QA Higher Education, Northumbria University London Campus
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Dawn Whitton, Programme Leader, Newcastle Business School, Northumbria University
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Dr Eustathios Sainidis, London Campus Co-ordinator, Newcastle Business School, Northumbria University,
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Dr James O’Brien, Programme Leader, QA Higher Education, Northumbria University London Campus, Northumbria University
Project's administrative ‘Home’ HEI
Northumbria University
Aims and objectives of the case study
Northumbria University has a long track record of collaborative venture provision with HEI partners nationally and globally, this includes franchise and validated awards. However, recognising a changing Higher Education landscape characterised by the emergence of new private sector providers, shifting student expectations of learning and teaching and increased focus upon skills development and the need for more flexible modes of delivery, the University formed a joint venture partnership with QA Higher Education in 2012 to operate its London campus. Reflecting the strategy of the Leadership Foundation for Higher Education, both Northumbria University and QA Higher Education recognised the need for partnership and collaboration as a driver of long-term success in the sector. The vision of the campus was to develop innovative undergraduate, postgraduate and corporate programmes embedding work based and work related learning practices with embedded skills development. Programmes would be offered in a range of blended modes including block mode and weekend delivery, a strategy in itself co-created by the joint-venture partners.
Both institutions have well-established organisational cultures and whilst had a shared desire to deliver high-quality student experience, recognised the need for significant investment in institutional leadership, management capacity, governance, relationship building and cultural development in order to ensure excellence in learning and teaching.
A subsequent leadership development journey began which involved stakeholders from both organisations at all levels and all disciplines. New co-created governance structures, communication channels, operations manuals and vision/strategy, were co-created, implemented and subsequently embedded into the campus organisational culture. These were designed to overcome the common issues of participation, integration, communication, distribution, leadership and trust (Mayo, 1997).
There is limited academic research which specifically addresses the theme of leadership development in Higher Education joint venture partnerships, and whilst literature relating to wider higher education and private sector collaboration will be drawn upon (Wright, M, Vohora, A. & Lockett, A, 2001; Birley, 2004), this case study will detail the process and subsequent interventions made to ensure effective leadership at institution, faculty and programme level to ensure excellence in teaching, learning and student engagement within Northumbria's London campus.
Approach to developing the case study
The research will consider leadership development interventions undertaken in relation to joint venture governance, student journey, student support and wellbeing, library and learning services, quality assurance, programme and student union. Qualitative research approaches including a focus group of university and QAHE programme leaders and semi structured interviews with representatives from the joint venture executive and operational committees will be undertaken. Academic and practitioner literature relating to university collaborations such as franchise and validated award partners and wider partnership working will be drawn upon on to shape interview and focus group questions. The Northumbria university code of research ethics will be followed.
Proposed outputs, outcomes and impact
As the number of university and private sector joint ventures continues to grow, this case study will outline key lessons learned in relation to leadership development of such enterprises. This will be of particular benefit to potential new campus collaborations. The case study will be supported with a resource pack which will include a practical guide to developing and sustaining such a joint venture. This will include a template operations manual and associated leadership development checklist with supporting video.
Start/end dates
March 2017 – June 2017
Timeline
March 2017
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Literature review
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Blog update
April 2017
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Focus Group Interviews – Programme Leaders
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Semi Structured Interviews – Wider JV stakeholders
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Blog update
May 2017
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Analysis and case study
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Video and resource pack development
June 2017
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Presentation of case study and resource pack via Efficiency Exchange, blog and wider LFHE web resource.