It has been suggested that although the most theorisation about globalisation has emerged from western contexts, the material implications of globalisation have been felt most strongly in non- Western regions. With this in mind, the authors undertake a situated analysis of how two states, Singapore and Hong Kong, are interacting with the broader processes of globalisation through their educational policies. Foucault's conceptual tool of governmentality is used to understand (i) the conduct of governing in the contemporary nation- state, and (ii) how the right rationalities are being inculcated by government to create desiring subjects who will play their part in ensuring national prosperity. The Asian economic crisis is used as a point of departure to show how global local tensions are being managed by Singapore and Hong Kong. The article concludes that both these global cities have adroitly managed the Asian economic crisis to steer their citizens away from pursuits of greater political freedom and towards concerns of material well being. They have done so through a selective interpretation of globalisation, by simultaneously resisting and embracing the contradictory strands of globalisation. Education has emerged as a critical space for this selective absorption of globalising trends.
[Copyright of Asia Pacific Journal of Education is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/0218879030230104 ]

Australia is rapidly moving into the globally competitive higher education market. As a consequence the issue of consumer satisfaction and quality is emerging as an area of interest. This paper focuses on the issue of student understandings of quality by developing a consumer derived scale which identifies the quality variables related to student perceptions with the university experience. The scale was derived from focus groups, in-depth interviews and through an examination of the literature. The scale was tested and refined on a cohort of 351 Australian and Singaporean/Hong Kong students studying business subjects at an Australian University. The refined scale comprised 25 quality variables which factored into four orthogonal components. The mean values of the variables and factors were examined to make inferences about how educational marketing practitioners can be assisted.
[Copyright of Journal of Marketing for Higher Education is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1300/J050v10n01_03 ]

Will our Christian colleges in Asia serve as possible venues for the cultivation of communication and understandings among people of different cultures? This is the issue addressed in this paper and the author attempts to give a report of the work of Chung Chi College overall, with special reference to her distinctive contribution as a Christian college in Hong Kong, China, and its Asian contexts. As a Christian college, Chung Chi College has found herself serving not only as a light to the gentiles but also as "a bridge" between the Eastern and Western cultures, between Christianity and other religious traditions.
[Copyright of Christian Higher Education is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/15363750590959977]

The 'Teaching and Learning Quality Process Review' (TLQPR) recently completed in Hong Kong had an emphasis on education quality work. This paper analyses how, from the perspective of academic staff in one university in Hong Kong, the good intentions embedded in that idea are enhanced or subverted by the broader 'quality system' setting in which staff operate. A 'critical incident' survey suggested that useful changes would involve the following. First, focus on a 'lean' philosophy and an associated examination of the extent to which (essentially administrative) system requirements are 'adding value' to the fundamental aims of achieving quality in teaching and learning outcomes. Second, build adaptability into the system by giving staff the maximum flexibility to translate a minimal set of overall requirements into activities. Third, tolerate staff and groups who 'break rules' in rational and well-intended ways to optimise intended outcomes. Fourth, develop a culture of trust between staff and management.
[Copyright of Quality in Higher Education is the property of Routledge. Full article may be available at the publisher's website:
http://dx.doi.org/10.1080/13538320500074899]