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This paper examines how universities can consider various models for the development of longer-term strategies across borders. It looks at some of the emergent concepts in the development of corporate strategy and how these may be useful for universities. A growing sensitivity to community and enlightened approaches to cultural nuances, as well as increasing concern with risk and protection of reputation through positive social engagement, are some of the key developments mentioned.
The paper develops an analysis of university cross-border strategies into three models of engagement and looks at how each may take into account the lessons from corporate strategy.