EU-China higher education cooperation has entered a period of uncertainty, yet little is known about how universities exercise institutional agency to navigate the complexities in the process. Applying institutional logics theory to 29 semi-structured interviews with university leaders, international officers and faculty leaders, this study identifies five meso-level configurations of profession, state, corporate, market and community logics. The findings show that, while universities converge on profession- and market-driven rationales for cooperation, the organization of these rationales in partner selection diverges significantly based on institutional status. Different hierarchies and interpretations of corporate and state logics create implementation frictions, whereas community logic, rooted in trust and relationships, emerges as a key buffer sustaining partnerships under adverse conditions. This study offers a process-oriented framework for understanding institutional resilience in international cooperation, highlights the urgent needs to restore interpersonal mobility among university leaders, and calls for more attention to specialist and regional universities.
Qi et al. (Tue,) studied this question.
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