Browsing by Author "Huisman, Jeroen"

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    Institution strategy in transnational higher education: late entrants in mature markets – the case of international branch campuses in the United Arab Emirates
    (Taylor and Francis, 2021) Wilkins, Stephen; Huisman, Jeroen
    Market entry timing strategies have been analysed by numerous scholars, but not in the context of higher education. Although there is to some degree consensus on first mover advantages, the research on late entry has been largely inconclusive. Thus, the purpose of this research was to identify and analyse the different positioning and differentiation strategies adopted by late entry institutions to gain a competitive advantage. The sample consisted of seven campuses established by foreign universities in the UAE between 2012 and 2018. Data were collected from sources freely available in the public domain, such as institution websites, promotional materials and press releases, as well as wider media coverage. Applying a content analysis procedure to institution websites, the results revealed that although the communicated identities and strategies adopted by institutions are largely homogenous, they also implement a range of positioning and differentiation strategies. One of the strongest differentiation strategies appears not related to any part of the marketing mix but to the targeted market segment – specifically, targeting students of a specific nationality. The potential advantages for institutions of a global market segmentation strategy are discussed.
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    Issues and challenges for small countries in attracting and hosting international students: the case of Lithuania
    (Taylor and Francis, 2016) Urbanovič, Jolanta; Wilkins, Stephen; Huisman, Jeroen
    At the start of 2016, there were 230 international branch campuses operating worldwide, but of the campuses that were established since the mid-1990s, around 10 per cent have failed. The purpose of this article is to propose a framework that the strategic decision makers in higher education institutions can refer to when evaluating opportunities to develop branch campuses in foreign countries. The framework derives from empirical evidence that was the product of a rigorous search of the literature and other secondary sources, and it has drawn upon business management theories such as institutional theory, Porter’s industry-based view, and Barney’s resource-based view. Thematic analysis was used to identify the following themes, or influencing factors, in the data: environmental, industry, and organisational. The framework provides higher education managers with an analytical tool to guide a process of systematic data collection and analysis, which includes reflection on institutional objectives, resources, and competencies. It is likely that the systematic, data-driven approach promoted by the framework will in future reduce the number of international branch campus failures.