University-business linkages influence on international business competence: An in-service training perspective

Abstract

Firms often rely on the skills and mindsets of individual employees and managers rather than on organizational structures and capabilities to execute entrepreneurial activities. These individual-level factors, which may originate from educational and business experiences, also support the development of international business competencies when firms engage in international operations. Accordingly, this study investigates educational collaborations in university-business linkages that influence international business competence at the individual level. Survey data were collected from 489 in-service-trained business executives pursuing (Executive) Master of Business Administration degrees while concurrently holding supervisory and managerial responsibilities in firms in Ghana. Factor analysis revealed four dimensions of educational collaborations in university-business linkages. Results from hypothesis testing, conducted using covariance-based structural equation modeling (CB-SEM), indicate that the diversity and internationality of study content and research dimensions positively and significantly influence these executives' global mindset, entrepreneurial orientation, and international marketing skills in performing foreign business operations. Similarly, interactions with international resource persons positively and significantly influence the executives' global mindset and international marketing skills. However, while participation in international affairs shows positive effects, these are not statistically significant. We discuss these findings and highlight their implications for developing international human capital through a university-business educational collaboration framework useful for executives, business schools, academics, and global higher education development partners. • Examining educational collaborations in university-business linkages influence on the international business competencies of in-service business executives. • Findings show that diversity and internationalization in study content and research enhance these executives' competencies for foreign operations. • Underuse of engagement with international resource persons and involvement in global affairs noted. • Recommendations for a more inclusive collaboration strategy to prepare executives for global business challenges.

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