Organizational structures for international universities: Implications for campus autonomy, academic freedom, collegiality and conflict

Abstract

One significant form of transnational higher education is the International Branch Campus (IBC), in effect an 'outpost' of the parent institution located in another country. Its organizational structure is alignable with offshore subsidiaries of multinational corporations (MNCs). The implications of organizational structure for academic freedom in teaching and research are discussed in this article. Drawing on examples from the literature, the investigation shows that over time as the IBC establishes its reputation locally, there is pressure for an increase in the academic freedom of academic staff. Our study suggests that over time and depending on the strategic choice of the parent university, the maturity of the offshore institution can be reflected in the increased academic freedom afforded to academic staff. In the interim, the limits to academic freedom and organizational constraints to intercampus collegiality can often lead to conflict