June 15, 2019
June 15, 2019
June 19, 2019
Globalization trends in commerce and industry have led institutions of higher education to do the same, as evidenced by the rapidly growing number of exchange, transfer, and various collaborative programs between universities in the United States and abroad. Despite the advantages of such partnerships, there may be pitfalls if agreements are not carefully drafted at the beginning. In this paper, we will share our experience with an institution in Turkey. A University in the USA entered a dual-diploma program in industrial engineering with B in Turkey in 2007. The rectors in Turkey are appointed by the president of the country for a four-year term, renewable for one more term by the president. Typically, the new rector appoints his/her entire administrative cadre, including the deans. This appointment practice affects the institutional memory and can cause difficulties in smooth transitions of operations. A worked with three different groups of B administrators since 2007. The dual-diploma program established in 2007 has been very successful. A received praise from all three groups of B administrators. However, this program was abruptly terminated by B in 2016. The reasons cited by B were: 1) The negative feedback of the students regarding their educational experience at A, 2) The ranking of the A’s industrial engineering program in the USA. In this paper, we evaluate and refute the validity of the reasons given and argue that there was another reason for the termination. We present recommendations to institutions in the USA who are contemplating similar collaborations, in order to avoid such pitfalls.
Karacal, C., & Sevim, H. (2019, June), Avoiding the Pitfalls in International Collaborations - A Case Study Paper presented at 2019 ASEE Annual Conference & Exposition , Tampa, Florida. https://peer.asee.org/32139
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