Managing transnational education: does national culture really matter?

Abstract

This article reports on an exploratory study that examined the effect of national culture upon the management of Australia's provision of transnational higher education in Thailand. In particular, using Hofstede's national cultural value dimensions as an analytical tool, interviews with managers responsible for Australia's provision of transnational higher education in Thailand were examined with the aim of exploring how they understood national culture to affect their work and working environment. The findings suggest that, in the case of transnational education partnerships between Australian and Thai universities, managers believe national culture affects both the academic and operational management of their transnational higher education programs. The findings also have possible implications for both transnational education managers involved with other countries and for researchers of transnational education.

Keywords:

• cross‐cultural
• higher education management
• Hofstede
• transnational education