SALVAJ CARRERA, ERICA HELENA
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SALVAJ CARRERA, ERICA HELENA
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esalvaj@udd.cl
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26639769300

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2021 2021 0.0 0.0 0.5 0.5 1.0 1.0 1.5 1.5 2.0 2.0 2.5 2.5 3.0 3.0

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COVID-19 and higher education: responding to local demands and the consolidation of e-internationalization in Latin American universities

2021 , Miguel Cordova , Dinorá Eliete Floriani , Maria Alejandra Gonzalez-Perez , Michel Hermans , Santiago Mingo , Fabiola Monje-Cueto , Karla Maria Nava-Aguirre , Carlos Adrian Rodriguez , SALVAJ CARRERA, ERICA HELENA

PurposeThis paper aims to provide insights into the internationalization strategic responses to the COVID-19 pandemic by higher education institutions (HEIs) in Latin America.Design/methodology/approachThis study is based on information from eight leading Latin American private universities. The data were obtained from official sources such as institutional communications and university administrators.FindingsThe authors identify two main issues that HEIs should consider while responding to the pandemic. First, greater attention and resource allocation to the universities' main local stakeholders can affect traditional internationalization activities. Second, a focus on revitalizing foreign partnerships and strengthening “virtual internationalization” can help maintain and eventually increase international presence.Research limitations/implicationsWhile this study analyses how these Latin American HEIs responded during the initial stages of the COVID-19 outbreak, it is important to conduct follow-up studies to shed light on how HEIs are adapting to the COVID-19 crisis as it continues to unfold.Originality/valueThis study is based on unique information gathered from leading private, not-for-profit HEIs in Latin America, which, contrary to state-owned HEIs or other private institutions in developed economies, have exhibited different means and conditions to respond to the coronavirus outbreak. Finally, the authors contribute to the literature on the internationalization of HEIs by discussing the role of a significant disruptive event on the internationalization of higher education and, particularly, business schools.

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A comparative analysis of the internationalization of sub-national and central state-owned enterprises: shreds of evidence from Latin America

2021 , Diego Finchelstein , Maria Alejandra Gonzalez-Perez , SALVAJ CARRERA, ERICA HELENA

PurposeIn this exploratory multiple case study, we aim to compare the internationalization of two state-owned enterprises (SOEs) owned by subnational governments with three owned by central governments in Latin America. This study provides a contextualized answer to the question: What are the differences in the internationalization of subnationally owned SOEs compared to central SOEs? This study finds that the speed and diversification of these two types of SOEs’ internationalization differ because they have a different expansion logic. Subnationally owned SOEs have a gradual and diversified expansion following market rules. Central government’s SOEs are specialized and take more drastic steps in their internationalization, which relates to non-market factors.Design/methodology/approachThis study builds an exploratory qualitative comparative case analysis that uses multiple sources of data and information to develop a comprehensive understanding of SOEs through process tracing.FindingsThe study posits some assumptions that are confirmed in the case analysis. This study finds relevant differences between sub-national (SSOEs) and central authority (CSOEs’) strategies. SSOEs’ fewer resources and needs to increase income push them to follow a gradual market-driven internationalization and to diversify abroad. CSOEs non-gradual growth is justified by non-market factors (i.e. national politics). CSOEs do not diversify abroad due to the broader set of constituencies they have to face.Research limitations/implicationsGiven the exploratory comparative case study of this research, the findings are bounded by the particularities of the cases and their region (Latin America). This paper and its findings can be useful for theory building but it does not claim any generalization capacity.Originality/valueThis study adds complexity into the SOEs phenomenon by distinguishing between different types of SOEs. This paper contributes to the study of subnational phenomena and its effect in SOEs’ internationalization process, which is an understudied topic. To the authors’ best knowledge, this is among the first studies that explore subnational SOEs in Latin America.

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Crises conducting stakeholder salience: shifts in the evolution of private universities’ governance in Latin America

2021 , Maria Alejandra Gonzalez-Perez , Miguel Cordova , Michel Hermans , Karla Maria Nava-Aguirre , Fabiola Monje-Cueto , Santiago Mingo , Santiago Tobon , Carlos Adrian Rodriguez , SALVAJ CARRERA, ERICA HELENA , Dinorá Eliete Floriani

PurposeThis study aims to build on embedded approaches to stakeholder management and examines how organizational decision-makers consider social responsibility toward proximal stakeholders in crises that encompass an entire system of stakeholder relationships.Design/methodology/approachWithin a criterion-based sample of eight Latin American private universities, this paper develops in-depth exploratory case studies to examine the prioritization of stakeholders in higher education institutions’ decision-making during the outbreak of the COVID-19 crisis.FindingsContrary to the notion that during crises organizations prioritize stakeholders that provide resources that are critical to survival, this study finds that in contextual crises stakeholder management is informed by social responsibility. In addition, the findings suggest that crises may be tipping points for changes toward mission-driven approaches to governance.Practical implicationsAcknowledging the roles of social responsibility and proximity in stakeholder management during contextual crises allows for more informed governance of organizations that face disruptions in their system of stakeholder relations.Originality/valueThis study contributes unique insights into the decision-maker’s prioritization of stakeholders during the COVID-19 crisis. The uncertainty associated with the emerging “new normal” allowed for an extreme test of socially embedded versus resource-oriented approaches to stakeholder management.

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