Increasingly, school-based partnerships have been tied to education reform and the entrance of new private capital into the PK-12 sector. As a result, what may have been an at-will school-business partnership in the 1980s may today resemble an embedded multi-partner arrangement around professional development, teacher evaluation, or turnaround support. From curriculum to practice, and from human resources to operations, the notion of a simple YMCA after school partnership is being replaced by a new wave of collaborations focused on school improvement, integration, and scalability. The purpose of this investigation is to consider the historical context of public-private PK-12 partnerships and elucidate how recent policies emphasizing—sometimes mandating—collaboration between schools and outside agencies can lead to benefits and challenges for PK-12 leaders at the site level. A major challenge to school leaders is that they are relatively unfamiliar with managing partnerships in general, which leaves them even more unprepared to deal with new arrangements that are complex and reform-driven (Bennett & Thompson, 2011). This investigation introduces a new conceptual framework for understanding the environment in which school partnerships exist today. By coupling sources from a multitude of cross-disciplinary fields, such as urban studies, business, nonprofit management, and organizational theory, an effort is made to explain the emergence of this new system from both a historical and theoretical perspective. Further we introduce a proposed PK-12 Blended Capital Typology and methodology for analyzing how decision-making and accountability is shared between partners in these arrangements. Through a single sample case, our goal is to emerge with themes that will support additional research using this framework.

Globalisation and rapid advances in technology have had a swift and substantial impact on the way organisations do business and the need to have a highly skilled and flexible workforce. Corporations have started to recognise education and training is not a cost but rather an investment in order to attract and retain the best workforce. Some organisations have centralised their education and training functions and established in-house educational facilities, sometimes labeling them as corporate universities. As corporations expand their range of education programs for employees, many are forming partnerships with traditional universities to provide accredited university awards to complement their in-house programs. This thesis explores existing literature on the growing phenomena of corporate universities and university corporate partnerships to develop an understanding and context to the nature of such partnerships. The research involves qualitative research to explore emergent factors identified in the literature as contributing to the successful strategic management of university-corporate education partnerships. A quantitative research study is then undertaken in what appears to be the first global quantitative study of university-corporate education partnerships to explore: The purpose of a corporate university, or structured corporate education; Reasons leading to the establishment of university-corporate education partnerships; Factors that contribute to the success, or lack of success, of a university corporate education partnership. Emerging from the research, a model is presented as the basis for the successful management of university-corporate education partnerships, embracing such factors as: the need for a corporation and its university partner to develop a shared vision of the purpose of the corporate education program and partnership; the need for trust and openness in the partnership arrangements between a corporation and its university partner; regular communication between those responsible for the management of a corporate education program in a corporation and those responsible for the management of the corporate education unit within a university. In particular, the research finds that within both a corporation and its university partner, there needs to be support and commitment for the corporate education program and partnership by senior management, starting at the level of chief executive. Senior management commitment is important for demonstrating the significance of a corporate education program to an organisation and ensuring appropriate funds are invested in the development and delivery of corporate education programs. However, like any partnership, the research indicates the importance of careful selection of the partner. This means, from the initial approach by a corporation, universities need to take the time to get to know their corporate partner, the purpose of their corporate education program, the role the university can play in a corporate education program and the expectations of the corporate partner. Given that universities are increasingly seeking new income to address declining funding from governments, corporate education programs developed and delivered in partnerships is a significant opportunity as corporations play an increasing role in the lifelong learning and development of their employees. Those universities that take the time to develop a partnership approach to corporate education are likely to generate long-term relationships with corporations, rather than be treated as an outsourced education provider that is contracted casually on an as-needed basis.

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