The main purpose of this paper is to examine the empirical status of corporate universities (CUs) in China. An a priori CU framework was employed in an attempt to describe the key functions that an ideal type of CU in China should perform.
Three case studies were conducted to test the relevance of this framework across the three major forms of ownership in China: a Sino‐foreign joint venture (JV); a wholly owned foreign subsidiary corporation (WOFE); and a state‐owned enterprise (SOE).
It was found that both of the CU case organizations with foreign investment fulfilled the functions outlined in the a priori CU framework. However, certain sub‐processes were either missing or nebulous in the case of the SOE. Certain pre‐conditions must be present before the framework could be fully applied.
A successful CU requires continuous learning and self‐reflection. With greater understanding of the CU practices and development in China, it will help both organizational decision makers and educational providers to evaluate their responses towards what is clearly a growing phenomenon.
The a priori CU framework encompassed the unique characteristics of CUs in China, providing the direction upon which subsequent research efforts could be expended.
