The authors' experience with a failed international partnership is used in this chapter to highlight both the advantages and the difficulties of such partnerships. They also offer suggestions for the future based on their knowledge of local and international literature and their own experiences with failed international partnerships. International collaborations have evolved into a dynamic response to the consequences of globalisation and changes on the planet. The goal of these partnerships is to compete for money, students, researchers, and academic programmes among higher education institutions. The quality of academic programmes, institutional profiles, capacity building, potential for research competence, and the influence of research on policy and practise across a range of contexts are all believed to be improved by these collaboration initiatives. International cooperation appears inevitable, yet many of these relationships are hampered by complex legal frameworks and significant disparities. While it may seem obvious that international relationships are unavoidable, many of the current trends in these partnerships are supported by complex legal frameworks and significant disparities. The "Critical Theory Approach" was used by authors to describe the innate injustices that undermine harmony, cohesiveness, success, and long-lasting relationships. This essay contends that although international partnerships are still necessary for building institutional capacity, they are frequently controlled by the more powerful partners and are hampered by unequal power relations. The article comes to the conclusion that partnerships' sustainability is impacted by the absence of specific agreements. Institutions must therefore exercise caution in negotiating the forces that promote peace through official, transparent agreements and enlisting everyone's cooperation in order to prevent institutional conflicts. This article sparks an ongoing discussion over the nature of partnerships. In an effort to comprehend the distinctive features of this collaboration, the study made an effort to reflect on present practises.
Author(s) Details:
Maria Kaguhangire-Barifaijo,
Uganda Management Institute, Uganda.
Rose B. Namara,
Uganda Management Institute, Uganda.
Please see the link here: https://stm.bookpi.org/RHLLE-V1/article/view/8322
