Managing Change in International Higher Education: A Case Study of a Sino-foreign Cooperative University

Over the past two decades of the twenty-first century, international higher education has experienced a period of rapid transformation. In response to the significant changes brought about by globalization, many universities have implemented new strategies to meet the demands of global markets. Concurrently, another form of higher education—transnational higher education (TNHE), also known as cross-border education—has emerged in numerous countries. This study examines a change initiative involving a specific institution: University X, a new branch campus of a prestigious U.S. university located in the Yangtze River Delta region of China. This paper starts by introducing the key features of University X, and then provides an overview of three popular models of change management, linking them to the concept of a learning organization. Next, the author critically engages with these theories within the context of University X. Semi-structured interviews were conducted with a senior manager and a junior staff member at the investigated university, presenting opinions that reveal different “realities” of the situation. Their viewpoints are compared across various themes, including admission, integration, cost-performance, and quality. Results indicate that certain inconsistencies exist within different layers of the institution, including mismatches, resistance, and Westernization. In conclusion, the efforts of University X have yielded positive results, attracting a significant number of prospective students. However, individuals from different positions and units may have varying perceptions and interpretations of the same issue. While some opinions may have minimal impact on the decision-making process, to achieve greater progress in the future, University X should not overlook the potential problems highlighted by these perspectives.