As examples of knowledge-intensive services, Australian universities have pursued non-equity entry modes to deliver courses transnationally. Through a case study investigation of four Australian universities, this study evaluates the perceptions and entry decisions of university managers. From the market selection, entry mode and higher education literature, a conceptual model, embedded with 4 propositions, is presented. The model sees market selection and entry mode as inter-dependent decisions which are influenced by manager and university motives, risk-aversity, and host government constraints in a gradual process of internationalisation. Among our key findings are that profitability is not a driver for university internationalisation and, due to a culture of risk-aversity, universities prefer zero-equity modes unless risk can be minimised or accommodated through suitable hedging strategies.
|Title of host publication||AIB 2011 conference proceedings|
|Place of Publication||East Lansing, MI|
|Publisher||Academy of International Business|
|Number of pages||29|
|Publication status||Published - 2011|
|Event||Academy of International Business Annual Meeting - Nagoya, Japan|
Duration: 24 Jun 2011 → 28 Jun 2011
|Conference||Academy of International Business Annual Meeting|
|Period||24/06/11 → 28/06/11|
Tayar, M., & Jack, R. (2011). Market entry strategy of knowledge intensive service firms: the case of Australian transnational universities. In AIB 2011 conference proceedings East Lansing, MI: Academy of International Business.