University of Warwick. Centre for Applied Linguistics
Abstract
The eChina-UK Programme was established in 2002 and originally comprised a small
number of projects in which British and Chinese teams worked collaboratively to develop
and pilot e-learning materials in the field of education. Phase 1 of the Programme
spanned the period 2003 to 2005 and produced a number of practical outputs (Spencer-
Oatey 2007). Three follow-on projects were funded in Phase 2, which started in October
2005, and these included research reflecting on issues of pedagogy as well as the
creation of further teaching and learning materials. These projects ran until 2007 and, in
December of that year, Phase 3 of the Programme was put in place to capture insights
from the experiences of all of the completed projects. The goal of Phase 3, therefore, was
to draw out the learning from Phases 1 and 2 of the eChina-UK Programme with respect
to the management of intercultural aspects of international education projects.
In addition to the learning to be gained from the eChina-UK projects, the Phase 3 work
included new research both into data generated in Phases 1 and 2 and into other sources
of knowledge relating to intercultural effectiveness. The focus was on situating the learning
from the eChina-UK projects into a wider intellectual context. The intention was to
maximise the understanding of the intercultural management of international education
projects and enable the production of resources for those engaged in current and future
projects of this kind (Reid et al. 2009).
This paper presents findings from one strand of the research carried out during Phase 3 of
the eChina-UK Programme. The objective of this strand was to draw on data from eChina-
UK and related studies in order to produce theoretical and practical insights into the nature
of intercultural collaboration as a learning process. The focus on learning was primarily
determined by the realisation (from analysis of the eChina-UK data and other studies of
intercultural collaboration) that building intercultural competencies required significant
attention to individual and group learning. Any practical recommendations and resources
developed in Phase 3 of the programme would therefore need to pay attention to how
participants managed their learning during an international partnership. Similarly, we
might usefully be able to demonstrate how those planning such collaborations could
benefit from embedding good learning practices from the outset of their work.
The purpose of this paper is to summarise and analyse the findings from the empirical
work carried out within this strand of Phase 3 research. I have set out elsewhere the
theoretical background to this research and specifically to the development of the learning
process model utilised here (Reid 2009a). That model will constitute part of the material
available to researchers, managers and other practitioners through the Global People
Resource Bank (www.globalpeople.org.uk) developed in Phase 3 of the eChina-UK
Programme. None of this work would have been possible without the sustained support
and co-operation of our colleagues in the various eChina-UK projects and at our funding
body, the Higher Education Funding Council for England