Research Proposal on Globalization: Successful Strategy Management

Problem Statement and Objectives

Strategic management does not exist in an organizational vacuum. Its creations, interaction, success or failure depends mostly on the surrounding environment; particularly contextual framework of the organization. Globalization, on the other hand, is an evolving dynamic phenomenon whose benefits reach far and wide. Universities all over the globe have been at the forefront in embracing its existence and basking in the glory of its success (Hitt, Ireland & Hoskisson, 2001). However, to fully reap its benefits in creating synergies such institution must have strategies in place. This, unfortunately, is where universities, especially in China and Malaysia, go wrong (Coverdale-Jones, 2013). Cultures and organizational bottleneck have often come in the way of strategy creation and management hence failing to enjoy the full benefits of globalization. This proposal will, therefore, aim at unearthing what successful strategy management is in the face of globalization and how universities in China and Malaysia are positioning themselves to reap the benefits. Achieving that objective will also help advance strategic management and how different internal and external factors influence its application.

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Literature Review

There have been several studies in the past focusing on the impact of the western civilization in Asian countries. Part of these influences can be seen in patterns of institutional governance, examination procedures and assessment, instruction language, educator's profession ethos, science ideas, and universities life rhythm. According to The Dynamics of Higher Education Development in East Asia by Shin and Hawkings (2013), the nature of the education system in Malaysia and by extension China is somewhat assuming a hybrid cross-section. This is because although globalization is making headways, religious influence, interpersonal relations, and individualism are getting in the way of being fully globalized. Malaysia, for instance, is an interesting case given her strong British influence from the colonial period (Tham, 2013).

According to Kraidy (2008), the effects of globalization and strategy management in institutions of higher learning entails student management, cross-cultural contact, diversity integration, which results in movement of ideas, people, practices, knowledge transfer among others. Kraidy also asserts that it would be difficult to manage the flow of information and cultural exchanged when globalization is at play. However, devising a workable strategy that can easily be managed through a management system can shape the direction of the flow of information.

Higher education, a good number of Asian countries are investing heavily in order to get the world-class status. Their efforts came late given the US and other European countries have taken lead in it. China, for instance, initiated project 211 and 985 which was aimed at bolstering selected universities to achieving world-class status. According to a research by Fauziah and Hafiz (2013) Charting new Directions for Muslim Universities, the authors acknowledge that these two Asian countries China and Malaysia have lagged behind in positioning their universities to take advantage of globalization. However, the governments and the respective university administrations are making necessary steps to reverse the damage.

However, not every scholar is pro-globalization and strategic management. Turner (1994) observes that the fundamentalist revival in Muslim nations is a perfect example of the failure of globalization either in its capitalistic or Marxist nature to offer accrued benefits. He maintains that even with strategy management, globalization only delivers stark inequality among citizens. In 2010, a forum held by vice-chancellors of Asian universities in Kuala Lumpur distanced itself from such statement by Turner terming them myopic and misplaced (Neubauer, Shin & Hawkins, 2013). The vice-chancellors insisted that with excellent strategy management, globalization can bring about real tangible change in their universities benefits of which will trickle down to even the low literacy individuals in the societies.

Significance of the Study

In the era of globalization, most developments seen in higher education are more often than not influenced by global trends which include internationalization, massification, bureaucratization, and marketization of institutions of higher learning (Collins & Neubauer, 2015). While little study has been done in this area, scholars maintain that increase use of English and international benchmarking and other global practices have led to transnationalization and homogeneity of Asian universities especially Malaysia and China. This study will delve deeper into how exactly these global practices have led to cross-national benefits (Neubauer, Shin & Hawkins, 2013). This is bearing in mind that the impacts of globalization do not necessarily originate from the west.

Research Methodology

The research proposal will utilize qualitative research methods as well as secondary data collection. Relevant previous studies, journals, scholarly articles, media archives will be used. Additionally, data will also be collected with semi-structured interviews and surveys will also be used. Surveys will be issued online via the universities websites as well as individual emails where respondents will be asked to give their inputs regarding the research questions. Data will then be analyzed to make inferences and draw conclusions from the collected data. Secondary data will also be analyzed in detail to try identifying trends and or inconsistencies.

References

Abbas, Z. M. (2016). A Phenomenological Study: Exploring the Role of Identity Development among South Asian Americans in Higher Education.

Ansoff, H. I. (2014). Strategic management. Place of publication not identified: Palgrave Macmillan.

Collins, C. S., & Neubauer, D. E. (2015). Redefining Asia Pacific higher education in contexts of globalization: Private markets and the public good. Houndmills, Basingstoke, Hampshire: Palgrave MacMillan.

Coverdale-Jones, T. (2013). Transnational higher education in the Asian context. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.

Hill, C. W., Jones, G. R., & Schilling, M. A. (2015). Strategic management: An integrated approach. Stamford, CT: Cengage Learning.

Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2001). Strategic management: Competitiveness and globalization. Cincinnati, OH: South-Western College Pub.

Kraidy, M. (2008). Hybridity The Cultural Logic Of Globalization. Philadelphia: Temple University Press.

Neubauer, D. E., Shin, J. C., & Hawkins, J. N. (2013). The dynamics of higher education development in East Asia: Asian cultural heritage, western dominance, economic development, and globalization. Basingstoke: Palgrave Macmillan.

Tham, S. Y. (2013). Internationalizing higher education in Malaysia: Understanding, practices, and challenges. Singapore: Institute of Southeast Asian Studies.

Turner, B. S. (1994). Orientalism, postmodernism, and globalism. London: Routledge.

Yonggong, L., & Jingzun, Z. (2004). The reform of higher agricultural education institutions in China. Paris: United Nations Educational, Scientific and Cultural Organization, International Institute for Educational Planning.

Zakariya, H., & Taib, F. M. (2013). Charting new directions for Muslim universities. Pulau Pinang: Penerbit Universiti Sains Malaysia.