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When you get here

Discover how you can make the most of your first few weeks as a student at the University of Surrey.

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Check out our handy checklist to make sure that you are making the most of your first few days and weeks at University. 

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My first month at Surrey

Our students share their top tips and insights to help you make the most of those first few weeks

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Things you need to do and know to become a student at the University. Once you have moved in,  read our tips on settling into your room and some key things to do before anything else.

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Be prepared for university life at Surrey.

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It’s important to start thinking about how you will manage your money and if you might need a part-time job alongside your studies. 

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Campus tours are offered regularly at our Surrey, Richmond, Cloverdale, and Langley campuses.

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University of Surrey virtual tour experience

Client: University of Surrey

Virtual Tour app for iOS and Android

Through the use of 360 footage, the Virtual Tour app is designed to give perspective students a taste of campus life, including facilities, accommodation, health and wellbeing, as well as night life.

Interactive map

Diverse created an interactive CG map of the Surrey campus and surrounding areas to help demonstrate to students how close the university is to Guildford and London.

Virtual tours for Open Days

The virtual tour has been used during open days, to engage perspective students visiting the campus, giving them a unique and immersive experience of campus life.

An accessible virtual tour for overseas students, available on-site or remotely, reducing the need for travel and improving conversion for the University.

Our relationship with the prestigious University of Surrey was born from Diverse Interactive’s early days at the on-campus Technology Centre. This is a partnership that has flourished over the years, with both of us finding parallels in our early adoption of advanced technologies, and strong connections to the local community.

As a University attracting students from all over the world, it’s important that prospective graduates are able to visit the campus, its facilities and surrounding area not only physically, but virtually too. The convenience of a virtual visit reduces the need for travel, an approach that became indispensable throughout 2020, with travel restrictions affecting most parts of the world.

The concept was straightforward; a 360º virtual experience with a low barrier for entry that allowed the University to effectively market their offering. Taking a multi-channel approach to the project, it was decided that we would create a physical, in-person experience for Freshers’ Week and Student Fairs, and a version which could be accessed anywhere, by anyone.

Two days of high-resolution content capture allowed us to create 360º images of key sites at the University such as accommodation, community spaces and surrounding areas. Our team used these images to create virtual spaces that users could explore in VR.

We were keen for the physical experience to be personable, rather than an isolated experience where the user is placed in goggles and left to their own devices. With a member of the University team able to drive the tour from an associated touch screen, they can talk the user through the tour, direct them through spaces and add a personal touch, making the solution a group experience. With accessibility in mind, we also enabled the touchscreen devices to host the virtual tour for those who don’t want to wear the Oculus Rift headset.

The virtual experience for overseas students utilises Google Cardboard, with cardboard goggles being customised with University branding, and shipped out with student prospectuses. Paying careful attention to detail and consistency, we were able to provide the same quality of experience whether the user was using the event hardware or were in their own space using the cardboard solution.

The results

• 5000 + app downloads
• 4:55 second average session time
• 16.4 screens viewed per session
• 90% of users viewing 360° content first
• 80% of users viewing ‘accommodation’ first
• 100% app download conversion rate after being given the University of Surrey branded viewer.

Since the launch of this virtual experience, the University saw a 12% increase in student prospects selecting the University of Surrey as their first choice over other institutions. 92% of users who wanted to familiarise themselves with Guildford felt that this was achievable through the experience.

With a content refresh planned for 2021, the virtual tour experience provides a long-term solution with room to grow as the needs of the university evolve. This technology partnership has proved invaluable as we continue to market the university’s offering despite global challenges.

Brand University of Surrey

Type Experiential

Technology Virtual Reality

Deployment Mobile & tablet

Sector Education

Audience Consumer

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• Google Scholar

Dr Shasha Yu Zhao FRSA; FHEA

Academic and research departments.

Background:

Dr Zhao is Associate Professor (Senior Lecturer) of International Business and Innovation in the Department of Strategy and International Business, Surrey University Business School. She is an Associate of Centre for International Business and Development at Sussex University, The Africa-Asia Centre for Sustainability at University of Aberdeen, and Centre for Social Innovation Management at Surrey University. She is also a Sustainability Fellow at Institute for Sustainability at University of Surrey. She was a Visiting Research Fellow at Sussex University Business School in 2020. She previously held positions at University of London, Plymouth University and Middlesex University. Her research focuses on global innovation strategy and knowledge management of multinationals in and from emerging economies, and impact on sustainable development.

Editorial Experience:

Dr Zhao is Deputy Editor of Asian Business and Management,  Senior Editor of European Journal of International Management, Associate Editor of European Management Journal,  and an active editorial board member of Management International Review,   Asia Pacific Journal of Management, Journal of International Business Policy, AIB Insights,  and Cross Cultural and Strategic Management, and regular reviewer of  Journal of International Business Studies, Journal of World Business, Journal of Management, British Journal of Management, Journal of Management Studies, International Business Review, and Management and Organization Review .

Publication Record:

She has published in various elite journals, including Journal of World Business,   International Business Review ,  Asia Pacific Journal of Management, Human Resource Management Journal, Journal of Business Research, International Marketing Review, Thunderbird International Business Review  and Critical Perspectives on International Business . She has also published Op-Ed in United Nations' IAP as well as chapters in AIB UKI Palgrave Book Series. 

Recognition:

Dr Zhao's lead-authored paper on multinational R&D in emerging Asia won the Best Paper Award at Euro-Asia Management Studies Association (EAMSA) Annual Meeting. Her research on knowledge management of emerging economy multinationals was featured in European International Business Academy Newsletter EIBAZINE . Her work on MNEs and Covid-19 has been selected for inclusion in the WHO Covid-19 Research Database . 

She is on the Academy of international Business Advisory Council (along with Robert Grosse, Maria Tereza Fleury, Geoffrey Jones, Sri Zaheer, Peter Liesch, Stewart Miller, William Newburry, and Jeremy Clegg) and was nominated for the role of Vice-President Program of the Academy of International Business. 

She was invited as a Keynote speaker at AIB Oceania Conference, 2021, as well as as an invited speaker at The Green Institute (part of the Sustainable Development Solutions Network) Symposium during the World Environment Day, 2022. 

She is a twice awardee of The Surrey Values Awards for demonstrating values in inclusion, inspiration, innovation, and integrity and was nominated for the 'Most Empowering Teacher' Award, Middlesex University London.

Contribution to Sustainable Development:

Dr Zhao is Co-Founder and Co-President of Academy of International Business Sustainability Shared Interest Group (S-SIG) . She is also one of four long-standing organizing committee member of CYGNA – a global women academics support network with over 300 members. She is also the Co-Director of Centre for Social Innovation Management at University of Surrey (from 01/01/2024). 

Dr Zhao was part of the Inaugural Panel entitled: Investment in Sustainable Recovery , co-organized by Academy of International Business (AIB) and United Nations Conference on Trade and Development (UNCTAD) to discuss research and policy implication for a more sustainable post-covid recovery. She was also part of a panel at the 7th World Investment Forum 2021 on Investment in Sustainable Development. She was also a speaker at the 8th World Investment Forum in Abu Dhabi in 2023, on the issue of social upgrading and international business in Ghana.

Dr Zhao is currently editing a Special Issue in International Business Review (ABS3) on the topic of: MNE Innovation for Achieving the Sustainable Development Goals , a Special Issue in Asian Business & Management on the topic of MNEs, SDGs, and Asia, and a Special Issue in AIB Insights (official AIB journal) on the topic of: Managing Sustainable Development in International Business . She also edited a Special Issue entitled: Do MNEs contribute to, or reduce inequality? , which has been published in  Critical Perspectives on International Business (ABS2). 

University Roles

Department Research Lead (2020-2023): Initiated and organized research tea series for the department, organized Surrey-Sussex joint research seminar series with Sussex University.

University Research Ethics Committee (2020-2024): Evaluate research ethics applications submitted by colleagues from across the university

Sustainability Fellow: Institute for Sustainability, University of Surrey

Personal Interest:

In her spare time, Dr Zhao is a semi-professional badminton player, playing county league matches under Badminton England. She also enjoys playing golf and piano. 

She is a Gold level donator to Women in Academy of International Business Shared Interest Group every year and regularly volunteers in her local schools and communities.

She made a total donation of 16,000 face masks to University of Surrey and Birmingham University during the Pandemic in 2020.

My qualifications

Previous roles.

Conference Co-Organizer : Academy of International Business UK&I Chapter, 2025

Inaugural Track Co-Chair:  Sustainability and International Business, Academy of International Business Annual Meeting ,  Miami, USA, 2021

Conference Track Co-Chair:  How Digital Innovation Leads to Inclusivity and Sustainable Development Resilience, International Conference on Sustainable Development , Columbia University, New York, 09/2021

Track Co-Chair: Emerging Markets, European International Business Academy, Oslo, Norway, 2022

25 OCT 2021

Dr Shasha Zhao shares expert views at World Investment Forum

Research interests.

Research Interests:

Dr Zhao's current research centres on innovation and knowledge management of multinationals in and from emerging economies. She is also passionate about conducting research into the wider sustainability implications of MNE R&D and innovation activities . Most recently, she has been exploring digital technologies and industry 4.0 in international business and sustainable development.

Dr Zhao has published in a wide range of journals including Journal of World Business,   International Business Review, Asia Pacific Journal of Management, Human Resource Management Journal, International Marketing Review, Critical Perspectives on International Business, and Thunderbird International Business Review . She is currently working on several papers for Journal of World Business , Journal of International Business Studies, and International Business Review.  Her lead-authored paper on innovation in emerging Asia won the Best Paper Award at Euro-Asia Management Studies Association (EAMSA) Annual Meeting, 2019.

Guest Editing:

Currently editing a Special Issue in International Business Review (ABS3) on the topic of: MNE Innovation for Achieving the Sustainable Development Goals. 

Currently editing a Special Issue in AIB Insights (Official AIB Journal) on the topic of: Managing Sustainable Development in International Business

Edited a Special Issue entitled: Do MNEs contribute to, or reduce inequality? , which has been published in  Critical Perspectives on International Business (ABS2). 

Associate Editor - Asian Business and Management

Senior Editor -  European Journal of International Management

Editorial Review Board -  Management International Review; Cross Cultural and Strategic Management; International Journal of Emerging Markets 

Reviewer responsibility -  Journal of International Business Studies; British Journal of Management, International Business Review; Journal of International Management; Asia Pacific Journal of Management; Management and Organization Review, etc

Reviewer responsibility - Social Sciences and Humanities Research Council of Canada (Insight Grant, B&M Track)

Successful Research Funding:

Co-investigator of ERASMUS+: Culture as a heritage

Co-investigator of UGPN Grant: Water and Sanitation

Co-investigator of FCT Grant: MNEs’ Net Zero Transition

Principal investigator of Accelerated Impact Fund: MNEs and waste crisis

Principal investigator of Pump Priming Fund: Responsible production and wastes

Supervision

Postgraduate research supervision.

Dr Zhao has successfully supervised and examined PhD students in the past. 

Dr Zhao welcomes prospective PhD students who have research interests in the following areas to get in touch:

Area 1: Multinationals' innovation, knowledge management, and R&D strategies;

Area 2: Internationalization/OFDI of emerging-economy multinationals;

Area 3: Sustainability implications of multinationals' innovation/R&D activities in host economies

Area 4: Digital technologies and industry 4.0 in international business and impact on sustainable development

Area 5: Broad area concerning multinationals originated from advanced and emerging economies

Dr Zhao currently supervises two PhD students at University of Surrey:

Toyosi Phillips

Yuanyuan Fan

She also currently supervises one PhD student at Gordon Institute of Business Science, University of Pretoria, South Africa:

Sanelisiwe Mkhwanazi

Dr Zhao's teaching focus is in the areas of international business, multinationals' innovation strategy and sustainability implications of multinationals' operations in host economies. She has extensive teaching experience (over 10 years) at both undergraduate and postgraduate levels.

Dr Zhao's pedagogical ethos is underpinned by the idea of empowering individual students to develop into independent learners who possess critical business and management thinking and analytical skills. In 2014, she was nominated by students for the 'The Most Empowering Teacher Award'.  

Dr Zhao is the module convenor of MAN2096 International Business, which is taught in Semester 1 of each year. Her module scored 87% overall with the teacher score of 93% in the latest evaluation. She is also on the board of the University Ethics Committee, as well as being part of The Surrey Institute (China)'s Summer School programme. 

Additionally, she acts as an external examiner to Kings College London, Cranfield Univeresity, University of Leeds, Sussex University, and Greenwich University, UK. 

Publications

The increasing dynamism of the international business (IB) environment has drawn greater scholarly attention to the implications of international politics for MNEs’ cross-border activities. However, a systematic overview of International Relations (IR) research which has been applied in IB studies is absent. To analyse this void, we propose a conceptual framework of the broader international context to delineate the research boundaries of the emerging IR in IB research domain and offer a critically synthesized review of the studies that have drawn on IR scholarship to explain MNEs’ behaviour. We conduct bibliometric and content analyses to understand the state of knowledge of IR in IB research and examine the main approaches to study the impact of IR factors on MNEs’ location choices, entry strategies, legitimacy and post-entry performance. By illuminating knowledge frontier issues, we derive important directions for deepening the integration of IR scholarship to advance IB research.

This chapter reveals the inconvenient truth that oftentimes the execution of a global corporation’s business model can cause it to act irresponsibly even though it has the desire and intent to act responsibly. The root cause of this inconvenient truth is that, essentially, the ‘old’ business models MNEs have used to become what they are simply are not compatible with what is needed to adopt a sustainability-focused way of doing business. In our view, what is needed are thoughtful innovations in those business models. To achieve this, the right mindset is necessary. We discuss some of the challenges using multiple case studies. We propose a novel view depicting the interconnectedness of corporate business model, global value chain, and sustainable development goals as three intertwining components necessary for business model innovation that simultaneously achieves firm performance and sustainable development.

Knowledge is critical to the survival of emerging economy multinationals (EMNEs), who are confronted by a lack of internal competitive capabilities and external challenges associated with diverse institutional environments. They thus must manage and orchestrate their knowledge globally for ultimate catch up. This article systematically reviews literature concerning EMNE knowledge management using content analysis of 93 articles in 17 leading journals across 7 major disciplines from 2000 to 2020. Applying the antecedent-process-outcome (APO) framework, we identify three major themes: knowledge-seeking strategy, knowledge transfer and innovation. We discuss knowledge frontier issues, directions for future scholarship, and avenues for greater interdisciplinary cross-fertilization.

The COVID-19 pandemic has prompted an unprecedented reaction in several multinational enterprises (MNEs). These MNEs have adopted social innovation approaches to meet the needs of vulnerable societal groups by swiftly innovating their business models; drastically changing their product offerings and customer bases; and producing COVID-19 necessities. These approaches have alleviated some key pandemic-induced social challenges related to health and sanitation. In this perspective article, we use secondary sources of information to present and exemplify the various types of MNE pandemic-induced social innovation approaches. We open the discussion on whether these approaches are transitory in nature or whether they can and should be sustained in the long-term, given the right incentives to these MNEs. We conclude by redefining MNEs’ social innovation and by suggesting avenues for scholars, practitioners, policymakers, and educators to support this momentum in MNEs which we argue, if sustainable, can be fruitful for addressing other pressing grand challenges such as climate change, food security, poverty, and inequality.

This perspective article highlights some major implications of the recent pandemic (Covid-19) on global value chains (GVCs) and how the pandemic can accelerate the adoption of digital and industry 4.0 technologies in GVCs, with attention paid to multinational enterprises (MNEs) and small-medium enterprises (SMEs). Particularly, it discusses the potential value of digital technologies in enhancing GVC resilience for better mitigation of disruptions caused by future global shocks. It also proposes useful avenues for future policy considerations to support and direct deployment of digital technologies across key stakeholders in GVCs.

Innovation performance of multinational corporations (MNCs) derives from access to and utilization of a combination of explorative and exploitative knowledge across heterogeneous settings. These settings increasingly encompass flagship industries in emerging economies. There is limited research, however, that scrutinizes the processes of knowledge sourcing within such dynamic host environments, taking into account MNCs’ differing location capabilities. We draw on the concept of ambidexterity – the combination of exploration and exploitation – and the microfoundations approach to study eleven MNCs in the Bulgarian software development industry by focusing on their local R&D projects. We extend the explanatory capacity of ambidexterity at the micro level and clarify the relationship between exploration and exploitation by identifying four types of ambidexterity: global knowledge differentiator, global-local knowledge integrator, emerging local-global integrator, and local knowledge integrator. Our typology is underpinned by three specific dimensions of R&D capabilities: technical know-how, scope of expertise, and market potential.

The term “heritage” seems to have different meanings. Hewison (The heritage industry: Britain in a climate of decline. Methuen, 1987) states that heritage is derived from past images of history transmitted into current reality. Park (Annals of Tourism Research 37:116–135, 2010) describes heritage as an essential part of national representation and linked it to symbolic foundations of the nationhood process and identityIdentity. However, heritage is not only a tangible representation of the past, as intangible heritage also plays a role by manifesting diverse symbolic meanings and spiritual embodiments (Park, Annals of Tourism Research 37:116–135, 2010). At the same time, cultural tourism refers to a segment of the tourism industry that places special focus on heritage and cultural attraction (Remoaldo et al., Tourism and Hospitality Research 14:206–218, 2014).

The concept of ‘healthy city’ has had a long establishment in public health management literature. It was initially used to describe the living conditions of cities in developed economies (Duhl, 1986). In late 1980s, The World Health Organization (WHO)'s European Office initiated a major new project known as ‘Healthy Cities’ – the time the term started to draw both researcher and policy-maker attentions and became widely-used. It was used to support public health promotion at the city level. The city being often the lowest administrative level is thus believed to have the power to marshal the resources as well as the political mandate and authority to develop and implement integrative approaches to health (Ashton, J., Grey, P. & Barnard, K., 1986). It was only since the 1990s that scholars and public bodies started to consider it in the context of developing countries. For example, between 1995 and 1999 the WHO Geneva undertook healthy city projects in Cox's Bazar, Bangladesh, Dares Salaam, Tanzania, Fayoum, Egypt, Managua, Nicaragua, and Quetta, Pakistan. These projects marked the shifting political mentality of increasing attention to peripheral regions of the world in terms of improving their living conditions (Harpham, T., Burton, S. & Blue, I., 2001; Ramaswami, A., Russell, A. G., Culligan, P. J., Sharma, K. R., & Kumar, E., 2016).

For emerging market firms (EMFs) internationalisation is as an important channel through which knowledge is gained and innovation capabilities acquired. However, rising global un-certainty and geopolitical tension make this increasingly challenging. We employed an in-depth case study approach to examine how a Chinese high-tech firm pursued innovation dur-ing the Tech Cold War. We found that the firm focused on pursuing indigenous innovation. Three organisational cultural attributes (patriotism, elitism and endurance of hardship) proved to be particularly important enabling mechanisms. We extend theorisation on EMF innovation management – particularly catching up through internationalisation – by identifying the ever more advanced capabilities that provide the basis for increased pursuit of indigenous innova-tion by EMFs. We further contribute to research on techno-nationalism by examining how techno-nationalist policies affect EMF innovation and how firms cope with such restrictions. More generally, our findings advance the emerging field of studies on geopolitics in EMF in-novation by highlighting the ever more critical role of international politics and state policies.

Purpose The purpose of this paper is to engage in a comprehensive review of the research on information technology (IT)-mediated international market-entry alliances. Design/methodology/approach This paper provides a theory-informed conceptual framework of IT-enabled cross-border interfirm relationships and performance outcomes. It integrates perspectives of resource-based view (RBV) and transaction cost economics (TCE) to argue that the establishment of interfirm IT capabilities enhances the marketing performance of the foreign partner in the host location by improving interfirm relationship governance. Furthermore, IT-related risks and contextual restrictions are identified as important moderators. Findings Conceptualisations of IT capabilities, IT-enhanced interfirm governance, and IT-led marketing performance improvement are suggested. Drawing on RBV and TCE, IT resources, related human resources, and IT integration between partner firms in combination enhances the ability of firms to manage the relationship more effectively through shared control, interfirm coordination, cross-firm formalisation, and hybrid centralisation. These benefits then bring about better upstream and downstream marketing performance in the host location. Additionally, IT capabilities help to mitigate possible contextual limitations and risks. Research limitations/implications The paper offers a number of theory- and literature-informed research propositions which can be empirically tested in future studies. Practical implications Top managers of firms currently in or planning to enter international alliances for market entry should carefully consider effective development of interfirm IT capabilities in terms of readiness of hardware and software, human resources, and organisational resources. Originality/value The paper provides an integrated framework and propositions which contribute to limited understanding and appreciation of IT value in international market-entry alliances.

The life‐blood of most organizations is knowledge. Too often, the very mechanisms set up to facilitate knowledge flow militate against it. This is because they are instituted in a top‐down way, they are cumbersome to manage and the bridges of trust fail to get built. In their thirst for innovation, the tendency is for firms to set up elaborate transmission channels and governance systems. As a result, staff are drowned in a deluge of mundane intranet messages and bewildered by matrix structures, while off‐the‐wall ideas and mould‐breaking insights are routinely missed. Added to this is the challenge of operating across professional, cultural, regional and linguistic boundaries, where ways of sharing knowledge differ markedly, even within the same project team. Drawing upon extensive research with scientists in the ATLAS collaboration (a high‐energy particle physics experiment comprising 3,500 scientists from 38 countries), we explore five paradoxes associated with knowledge exchange in global networks. Each paradox leads to a proposition which takes the theory and practice of knowledge management in a fresh direction. We conclude by outlining a number of HRM priorities for international knowledge‐intensive organizations.

In line with the recent shift of R&D internationalization towards developing Asia, this Perspective paper reviews, contextualises, and evaluates the evolving patterns of creation, transfer, and assimilation of knowledge in multinational enterprises (MNEs). A typology is proposed consisting of four stylized nodes: West (industrialized mature economies), East One (emerging industrializing economies of developing Asia), East Two (Asian economies at an earlier stage of industrialization), and East Three (Asian economies with limited visible signs of industrialization). Within these nodes, this paper applies an institution-based view to discuss their diverse national innovation environment (with particular attention paid to governments, indigenous firms, and institutional conditions), and the network perspective to propose an intra-regional knowledge hierarchy, reflecting dynamic knowledge links.

Intensified competition means that multinational enterprises (MNEs) are increasingly concerned with locating innovation activities in the most appropriate locations. This had led to emerging economies in the South becoming an important destination of R&D-related foreign direct investment (FDI), departing from their traditional role as low-cost production sites. Thus far, however, our understanding of this transformation process is limited. The purpose of this article is therefore to explore the process by which foreign MNEs’ low-value-adding operations in the South are transformed into high-value-adding R&D operations. Drawing on the current literature, we construct a framework of evolution consisting of four major waves of R&D internationalization and corresponding R&D objectives. To better understand how these waves have evolved over time, we focus on the South and trace the process of change using a single historical case study: AstraZeneca in China between 1993 and 2017. We find evidence of idiosyncratic location-bound conditions offering both opportunities and resources. The gradual development of these favourable conditions, along with AstraZeneca’s deepening local knowledge, triggered a transformation process in their operations in China. Our study thus offers important historical insights, which present a platform for future research providing more nuanced theoretical explanations of the four waves of R&D internationalization.

This chapter offers novel insights into on how global corporations can innovate to tackle the global waste crisis and gain sustainable competitive positions. Using the two of the most prominent types of global waste crises - food and plastic wastes - we discuss the dilemma of food and plastic waste, why innovations in global firms are needed to address them, and argue that a different perspective among those firms is needed, one which conceptualizes the development, dissemination, and use of innovations in waste management, and one which recognizes that innovations thus created contribute to advancing the creation of economic, environmental, and social value. We conclude using an overarching conceptual framework that depicts the complexity of the new perspective.

Past evidence suggests that constructive misalignment is particularly problematic in International Business (IB) education, though this paradigm has received limited research attention. Building on the literature of three independent teaching methods (threshold concept, problem-based learning, and technology-based learning), this study contributes to the IB education literature by integrating the three existing methods in a co-complementary and co-supporting manner, and carefully implementing them across three subsequent stages spanning across the length of the IB course. Empirical evidence on student satisfaction and assessment performance shows its usefulness in reducing the negative effects of constructive misalignment among the sampled students. The approach provides practitioners with refreshed insights into how the three independent methods can be integrated to create greater value for learners.

Although counterfeiting has been discussed in the literature, research focusing on the newly-emerged upper-middle class from emerging economies remains scarce. The aim of this exploratory study is to uncover the new upper-middle class consumers' attitudes towards counterfeiting in China. Qualitative research method was adopted to provide richer and deep information on the research questions. Through semi-structured in-depth interviews with members of the Chinese upper-middle class in Beijing, this study reveals that upper-middle class consumers present a distinctive view in counterfeiting in that they believe counterfeiting not only causes grave welfare related consequences and loss of trust in the legal system, but also seriously interferes with the order of the market.

This chapter explores the dyadic relationship between headquarters and in terms of their perceptions of decision-making loci and associated organisational structure . By comparing the responses of parents of Greek Multinational Enterprises (MNEs) and their subsidiaries, we find evidence in favour of a perception gap in terms of decision-making between headquarters and subsidiaries. We argue that future research needs to carefully consider and account for the perception gap and point out the importance of the role of MNE managers in removing such barriers in order to achieve effective decision-making .

Emerging economies have become new destinations for knowledge sourcing, forcing Multinational Enterprises (MNEs) to reconfigure their global innovation strategies and structure. While foreign subsidiaries located in emerging economies were conventionally viewed as having market or efficiency seeking roles, they have started to evolve towards knowledge-seeking roles. We argue that the conventional wisdom shall be reassessed considering this recent shift. We empirically investigate 129 manufacturing MNE subsidiaries of Fortune 500 companies in China, in terms of their roles and sources of technology. Our results indicate that market and knowledge seeking subsidiaries located in China tend to have a positive impact on the generation of new knowledge, either through locally established MNE R&D laboratories or through collaborations with local firms and scientific institutions. 2

Additional publications

Currently Editing a Special Issue on the topic of: MNE Innovation for Achieving the Sustainable Development Goals, in  International Business Review (ABS3)

Currently Editing a Special Issue on the topic of: Managing Sustainable Development in International Business, in AIB Insights (Official AIB Journal)

Edited a Special Issue entitled: Do MNEs contribute to, or reduce inequality? , in  Critical Perspectives on International Business .  This Issue is featured on Emerald’s Responsible Leadership webpage and offers free access: https://www.emeraldgrouppublishing.com/our-goals/responsible-management…

Current research projects:

Innovation and knowledge management of MNEs from emerging economies

Internationalization of state-owned enterprises

MNE innovation and knowledge management in emerging economies

MNEs and upgrading innovation capability of emerging-economy’s peripheral regions

EMNEs' learning and catch up

EMNE knowledge-seeking strategy abroad

International political economy in IB

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by Mischa Milne

When Vivian Chang joined the pilot launch of the Equity, Diversity and Inclusion Community of Practice (EDI-CoPr) in December of 2022, she didn't anticipate the profound impact it would have on her SFU experience.

“We were all strangers to one another in the beginning—but coming into these sessions, we connected as human beings. We all have a collective desire to make the university a better place.”

Guided by the Equity Office, the Community of Practice brings faculty and staff from across the university together in a supportive learning community to inform EDI work at SFU. It aligns with the ‘Education and Capacity-Building' goal outlined in SFU’s Equity Compass in order to advance the institutional priorities of Transforming the SFU Experience and Upholding Truth and Reconciliation .

“It’s a space that was intentionally created to break down siloes and discuss the sensitive topics and challenges we all face in our own pockets of the university, to be vulnerable in sharing our struggles and stories. There really is a sense of community belonging,” said Chang. 

Training for members is provided through RADIUS SFU ’s Equity Centred Design course, which focuses on the development of solutions that can be applied at the unit or department level and emphasizes ongoing consultation with the communities being served. Collaboration with colleagues across different portfolios is encouraged, and members can work on developing action plans to address challenges in their day-to-day roles or at the institutional level.

The RADIUS framework has shaped Chang’s approach to her position as Associate Director of Business Solutions with Advancement & Alumni Engagement, where her portfolio includes governance policies, data management and procedures to support the SFU alumni community. She notes that participating in the EDI-CoPr has empowered her to lead discussions among her team about ensuring inclusivity for alumni, particularly on issues like privacy and identity safety.

“I’m very grateful to Nicoles Dorssers (Executive Director, Alumni Relations) and Erin Morantz (VP Advancement and Alumni Engagement) for supporting my involvement with EDI and creating a safe space for me to bring those learnings back to my team. In my experience, the Community of Practice has a ripple effect that goes beyond just the individual members who are part of it.”

For anyone interested in getting involved with the EDI-CoPr in future, Chang emphasizes the importance of being open-minded even if it might seem intimidating to open up to a group of strangers. 

“It’s okay to be nervous at first, but if you’re able to dedicate the time for each session you will really see the momentum and impact of being part of this community.  And there’s a lot of support to ensure that no community member is left behind."

Moving forward, Chang plans to continue being part of the EDI Community of Practice and is interested in getting more involved with future initiatives as the group evolves.

“Ultimately, this experience has helped affirm my passion for this work and strengthened my understanding of both my personal and professional values.”

To find out more information about equity, diversity and inclusion programs and initiatives at SFU, click here . You can also learn more about institutional frameworks that guide these initiatives such as What’s Next: the SFU Strategy , the Equity Compass and the People Plan .

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Surrey meets Nigeria

This blog covers the highs and lows of living life as a nigerian student at the university of surrey, from nigerian heat to british fog: surviving and thriving as a nigerian student at the university of surrey.

Studying abroad is a dream for many Nigerian students, and the University of Surrey offers a unique and enriching experience. As a Nigerian student at the University of Surrey, you will encounter a mix of academic challenges, cultural immersion, and personal growth. Here’s a detailed look at what you can expect and how to make the most of your time at Surrey.

1. Weather: From Sunshine to “Where’s the Sun?”

Ah, the weather – let’s talk about that first, shall we? Coming from Nigeria, where the sun shines almost every day like it’s auditioning for a role in a weather commercial, adjusting to the UK climate is a journey in itself. Surrey’s weather can be quite the character, with moods that change faster than your data connection back home during a heavy rain.

Picture this: you step off the plane in London, expecting a slight chill, and instead, you’re greeted by an icy wind that makes you question all your life choices. Your warmest Nigerian attire – you know, that light jacket you wear in December – suddenly feels like a summer tee.

In Surrey, the weather operates on its own calendar. One minute it’s sunny, the next minute it’s raining cats, dogs, and perhaps a few sheep for good measure. And don’t even get me started on the fog! It’s like living in a Sherlock Holmes novel, minus the mystery-solving.

But hey, look on the bright side – you’ll develop a unique skill: weather adaptability. Soon enough, you’ll be the proud owner of an umbrella collection to rival Mary Poppins and a wardrobe equipped with enough layers to confuse even the savviest fashionista. And remember, it’s all part of the adventure. So, bundle up, keep an eye on the weather forecast, and embrace the British weather with a smile (even if it’s a slightly frozen one).

2. Academic Excellence

The University of Surrey is renowned for its academic rigor and high standards. As a Nigerian student, you will find the curriculum both challenging and rewarding. The university offers a wide range of courses and degrees, allowing you to pursue your passion in fields like engineering, business, health sciences, and the arts. The lecturers are highly qualified and supportive, often encouraging critical thinking and independent research.

To succeed academically, it’s crucial to take advantage of the resources available. The university’s library is well-stocked with books, journals, and digital resources. Additionally, the Academic Skills and Development Centre offers workshops and one-on-one support to help you hone your study skills.

3. Cultural Adjustment

Moving to a new country can be both exciting and daunting. As a Nigerian student, you will experience a different culture, climate, and way of life. The initial period of adjustment might be challenging, but it is also an opportunity to grow and learn.

The University of Surrey is a diverse and inclusive community, with students from all over the world. This multicultural environment makes it easier to meet people and make friends. The Nigerian Society at the university is a great place to connect with fellow Nigerian students, share experiences, and celebrate Nigerian culture. Regular events and meetings organized by the society provide a sense of home away from home.

4. Social Life

The social life at Surrey is vibrant and varied. There are numerous clubs and societies to join, ranging from academic and professional groups to sports and hobbies. Whether you’re interested in joining the African-Caribbean Society, playing football, basketball, or participating in drama, there’s something for everyone.

Engaging in social activities helps you build a network, relax, and create lasting memories. The Students’ Union regularly organizes events, parties, and trips, ensuring there’s always something fun to do outside of academics.

5. Balancing Studies and Personal Life

Balancing academic responsibilities with personal life can be challenging, especially in a new environment. Effective time management is key. Create a schedule that allows for both study time and leisure activities. Remember to take breaks, practice self-care, and seek support when needed.

The University of Surrey offers various support services, including mental health counseling, career advice, and academic support. Don’t hesitate to use these resources if you find yourself struggling with the balance.

6. Exploring Guildford and Beyond

Guildford, the town where the University of Surrey is located, is a beautiful and historic place with plenty to explore. From its cobbled streets and charming shops to its scenic parks and gardens, Guildford has much to offer. The town is also well-connected to London, allowing for easy weekend trips to the capital city.

Exploring the local area and beyond is a great way to unwind and experience British culture. Visit museums, theaters, and cultural sites to broaden your horizons and enrich your stay.

7. Financial Management

Studying abroad comes with financial responsibilities. It’s essential to manage your finances wisely. The cost of living in Guildford can be high, so budget your expenses carefully. Look for part-time job opportunities on campus or in the local area to supplement your income. The university’s career services can assist you in finding suitable employment.

8. Embracing Opportunities

The University of Surrey offers numerous opportunities for personal and professional development. Participate in internships, volunteering, and extracurricular activities to enhance your skills and resume. Attend career fairs and networking events to connect with potential employers and industry professionals.

Being a Nigerian student at the University of Surrey is a transformative experience. It offers a chance to gain a world-class education, immerse yourself in a new culture, and develop lifelong skills. While there will be challenges along the way, the support and opportunities available at Surrey make it a journey worth undertaking. Embrace the experience, stay connected with your roots, and make the most of your time at the University of Surrey.

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The Grove at Moscow is top-quality student housing serving the University of Idaho, located less than a mile from the U of I campus.

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Home > Open Day events and campus tours

Postgraduate Open Evening: Wednesday 26 June 2024

We look forward to welcoming you to Kingston University!

There is plenty for you to explore at our Open Event. We hope you enjoy your visit and find out how postgraduate study at Kingston University will give you the edge and help boost your career

• When: 26 June 2024, 17.00–19.00
• Where: Town House, Penrhyn Road campus
• Registration:  The event is open from 17.00, but you can register throughout the event

Academic Drop-in Hub

Whatever postgraduate course you are interested in, you will be able to get your questions answered with a 1-2-1 drop-in with academic members of staff in the Town House.

Our academics will be available from  17.00–19.00, so  don't miss out on this opportunity to find out everything you want to know about your course of interest.

Student Services Exhibition

The Student Services Exhibition is where you can find information on the University's main student services. This will include admissions, careers and employability, disability and mental health, international, and student funding.

You will have the chance to speak to experienced staff at these stands and find out more about the University.

• When? 17.00–19.00
• Where? Town House, Penrhyn Road campus
• Campus tours

Campus tours of our Penrhyn Road campus, given by one of our friendly Student Ambassadors, will be available on request from the foyer of the Town House.

• Explore the campus and the local area to get a feel for the University and its surroundings
• Think about the questions you have about your course. Our academics will be happy to answer them
• Plan your journey   in advance to save time on the day

Plan your journey to Penrhyn Road campus

Penrhyn road, kingston upon thames, surrey kt1 2ee.

Penrhyn Road is central to Kingston town centre and easily accessible by public transport.

Kingston University is within the Ultra Low Emission Zone (ULEZ). For more information, please see the Royal Borough of Kingston upon Thames website .

Trains run regularly from London Waterloo to Surbiton station (midweek 10 trains per hour, journey times 15–32 minutes) and Kingston station (midweek four trains per hour, journey times 28–33 minutes). Both Surbiton and Kingston are in Travelcard Zone 6.

For further information, visit the National Rail Enquiries website .

From Surbiton station

• Leave the railway station via the main exit
• Cross the mini-roundabout to Claremont Road
• Take the 71, 281, K2 or K3 bus towards Kingston
• Get off at the 'Kingston University' stop
• The Penrhyn Road campus is on the other side of the road

From Kingston station

• Cross at the lights in front of you on to Fife Road
• Turn left on to Castle Street
• At the end of Castle Street continue ahead on to Eden Street
• Cross the mini-roundabout to Brook Street
• Cross over at the lights and head right towards the roundabout
• Go straight over the roundabout on to Penrhyn Road
• Penrhyn Road campus is on your left opposite Surrey County Hall

The 71, 281, K2 and K3 buses all run along Penrhyn Road and there are stops directly outside the main entrance. For further information, visit the Transport for London (TfL) website .

London buses do not accept cash, but you can pay using an Oyster travelcard or with a contactless credit card. More information on fares and payments can be found on the TfL buses website .

We also run a free intersite bus service for students, staff and visitors – KU1, KU2 and KU3. These buses stop outside the campus and link it to Kingston and Surbiton mainline stations, other campuses and halls of residence.

We strongly recommend visitors use the excellent public transport links instead of driving. The University has limited on-site parking facilities and prioritises staff during core working hours (Monday to Friday, 7.30am to 4.30pm). Limited visitor parking is available but must be pre-booked through the person you are visiting, as parking enforcement measures are in operation at all sites. Free car parking is available on all sites for blue badge holders and there are docking bays for electric cars.

Members of the public can pay to use the onsite parking outside core working hours on a first-come, first-served basis. Physical pay-to-park facilities are installed at Penrhyn Road together with a pay-by-phone system known as 'Parkonomy' . Alternative parking in Kingston Town Centre can be found on the Parkopedia website - which shows current availability and costs.

All car park users agree to the University car parking terms and conditions .

Cycle parking facilities and showers are available at this site. 

View information on cycle routes around the University .

Heathrow and Gatwick airports international airports are the closest to Kingston. Coaches, buses and trains link the airports to the town.

Penrhyn Road location

• Click and drag the map to move around.
• Use the zoom tool on the left hand side to zoom in and out.
• Click on a marker to view more information about it
• Toggle between map and satellite pictures using the buttons on the top-right

Any questions?

Please call us on +44 (0)20 3510 0106 if you have any queries about the Open Event.

Alternatively, email our Student Recruitment team on [email protected] .

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