Multi-layered cross-cultural challenges: the case of a new American for-profit college in the Philippines

Abstract

Higher education is rapidly expanding and diversifying across all regions of the globe. Much of that growth has been absorbed by the expansion of the private and for-profit sector, a trend that is particularly prevalent in Asia. Higher education is not only expanding but is also becoming increasingly global, with a mix of different corporate, academic, national and ethnic cultures influencing and becoming embedded within post-secondary institutions. Thus far, few studies have focused on developing nuanced descriptions of the organisational and cultural challenges involved in the development of new for-profit institutions within rapidly expanding higher education systems. This qualitative case study utilised individual and group interviews among members of the academic staff and administration to provide an in-depth look at a newly created for-profit institution of higher learning in the Philippines. Following a modified grounded theory analysis process, findings illustrate how different and sometimes conflicting layers of culture impact efforts to create a new for-profit higher education institution.

Keywords:

• Philippines
• for-profit colleges
• management

Notes

1. Cross College is a pseudonym intended to protect the identity of the institution; the use of ‘college’ in the name of the institution corresponds to the American use, meaning an institution of higher education. This designation is adequate given that the institution under study declares itself to be an American-style institution.

2. ‘American’ and ‘International’ seem to be used interchangeably by administrators and faculty members at Cross College when discussing the academic standards that they ideally wish to implement at their developing campus.