Kinship and collegiality

An exploration of the underpinning characteristics of external partnerships at a university education department

Bibliographic Data

ID12645237
AuthorsDavid Littlefair (0000-0001-5342-493X, Northumbria University, corresponding author), Joanne Clifford Swan (Northumbria University), Karen Hudson (0009-0000-0984-9025, Northumbria University)
Year2019
Volume19
Issue4
Pages371-379
Publication date2019-10-11
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueQualitative Research Journal (JOURNAL)
Journal identifiersISSN: 1443-9883 • E-ISSN: 1448-0980
PublisherEmerald Publishing Limited (PUBLISHER • GB)
DOI10.1108/qrj-02-2019-0018
OpenAlexW2905317386
LanguageEN
References cited12

Purpose External partnerships are crucial to the functioning of a university education department. The purpose of this paper is to explore the underpinning characteristics of such partnerships. It examines different types of partnerships from those in initial teacher education, to continuing professional development to international. Evidence-based data are gathered from both external partners and university staff who deal with partnership. Softer skills and intellectual kingship are identified as the fundamental drivers of partnership and the subsequent implications for universities are examined. Design/methodology/approach In order to explore the nature of these partnerships, a qualitative approach was essential as the focus was in the motives and perspectives of the authors’ partners, the authors’ colleagues and the university as a corporate entity. To this end, questionnaires were designed for use with a broad range of teacher education partners. Semi-structured interviews were also conducted with university-based colleagues involved in a range of these partnership activities. Findings The institutional reputation on its own does not appear to be the main driver for partnership and as such, the partner bases their decisions and judgements upon the relationship and discussions with the link person they deal with. In turn, those key actors in the university education department also see the wider university as an inhibitor and constraint upon partnership but maintain their relationships by drawing on autonomous forms of professionalism. Thus, intellectual kinship, collegiality and common goals may be argued as key to generating successful external relationships. Practical implications It is important to note that a business relationship which relies on an individual is fragile; people move, become ill and change roles. Clear strategies are essential for succession planning across all such partnerships in an institution, if they are to avoid the potential financial and reputational repercussions arising from unplanned change. Originality/value This study highlights the significance of effective communication between the department establishing the partnership and those responsible for broader managerial and administrative systems in the institution, as well as the potential importance of shared values across departments in respect of supporting and maintaining international partnerships. Further, institutions should recognise the fundamental importance of the link person, in terms of the boundary-spanning nature of the role, the importance to that role of intellectual kinship and the potential this has for the development of new or expanded relationships

Collegiality · General partnership · Higher education · Kinship · Pedagogy · Political science · Public relations · Qualitative research · Reputation · Social science · Sociology · Collaborative Teaching and Inclusion · Reflective Practices in Education · Teacher Education and Leadership Studies

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