Boom in foreign university branch campuses: Can they deliver quality education?

There has been much debate in India about attracting foreign universities to set up branch campuses in India since the University Grants Commission (UGC) established regulations in 2023. A few have set up shop: two Australian universities — Deakin University and the University of Wollongong — in Gujarat’s GIFT City, and the U.K.’s University of Southampton in Gurugram, near Delhi.

The momentum has continued to grow in recent months, with institutions such as the University of Surrey, Queen’s University Belfast, and Coventry University announcing plans to establish campuses. Australia’s Western Sydney University is reportedly exploring a presence in Noida, near Delhi.

In another landmark move, the Illinois Institute of Technology recently received formal approval from the UGC to establish a campus in Mumbai, making it the first U.S. university to receive such authorisation. The University of Western Australia has also signalled its intention to open campuses in Tamil Nadu as well as Maharashtra. All these developments mark a significant turning point in India’s higher education sector.

Deakin and Wollongong, which already began classes last year, and the University of Southampton, which is going to welcome its first batch of students this academic year, have moved ahead quickly, too quick perhaps. While this rapid pace may signal strong intent and enthusiasm, it also raises many concerns.

Challenges to the ‘branch’ idea

Globally, transnational education is navigating an increasingly uncertain landscape. This may be one of the most difficult global environments for universities to establish branches. The country with the largest number of overseas university branches globally, the U.S., is in complete disarray due to the attacks on higher education from the Trump administration. The last thing on the minds of most American university leaders are foreign initiatives. Therefore, the Illinois Institute of Technology’s decision to establish a campus in India should be seen only as a rare exception in the current landscape.

The other major English-speaking countries—the UK, Australia, and Canada—all face severe financial challenges. European universities may be more interested.

Even institutions willing to enter the Indian market will have to overcome numerous domestic challenges. A major issue for foreign university branch campuses entering India is navigating India’s highly competitive higher education landscape. While foreign branch campuses may carry significant prestige in their home countries, most of the foreign institutions seeking to enter the Indian market are not top schools in their own countries. In India, they risk being seen as just one among several “elite” options available to students.

These branch campuses follow a market-driven model, offering programmes in high-demand fields such as Business, Computer Science, and Data Analytics. While this approach may be financially strategic, the narrow academic focus risks making them indistinguishable from India’s better-performing private colleges and universities, which already offer similar programmes.

Therefore, the real challenge is not merely to meet demand, but to establish a clear academic identity. Without this, they risk being perceived as little more than diploma mills, ultimately undermining the reputation of the very universities they represent. It is also relevant that most of the branches already established or planning to be established are not comprehensive universities with diverse offerings and research focus, but rather are small specialised schools.

India already boasts renowned public institutions such as the Indian Institutes of Technology (IITs) and Indian Institutes of Management (IIMs), which are actively expanding their global engagement and research capabilities. Notable collaborations—like IIT Delhi with the University of Queensland and IIT Bombay with Monash University—have set strong precedents for international research partnerships. Furthermore, a growing number of elite and semi-elite private universities in India now offer joint and double degree programs in collaboration with foreign institutions. In this dynamic environment, foreign branch campuses cannot rely solely on the strength of their international brand.

No substitute for substance

A concerning trend among some international branch campuses already established in India is their disproportionate reliance on marketing strategies—digital campaigns and branding exercises—often at the expense of academic investment. While marketing has its place, it cannot substitute for substance. Today’s students and parents are increasingly discerning. They closely examine publicly available information on faculty credentials, curriculum design, industry relevance, and student support systems. Flashy campaigns without academic depth or meaningful student engagement will not build lasting trust.

Another key problem lies in student perception, and the reality, of campus life. Early observations suggest that most of these branch campuses operate out of vertical buildings, often renting space. While such structures may offer operational efficiency, they often lack the vibrancy, openness, and spatial identity characteristic of traditional Indian universities—campuses with adequate green spaces and sports fields for example. If foreign universities wish to be perceived as full-fledged institutions—and not merely as product-oriented training centres—they must invest in essential “soft” infrastructure as well.

Need for local relevance

From the Indian perspective, selecting the right partner is important. Universities from the Global North typically are interested in branch campuses for several reasons. Host countries or institutions may offer major incentives in terms of facilities or funds—as seen in Qatar. In many cases, the primary motivation is to earn money as illustrated by several branches in Dubai.

Some wish to establish a presence in a country to recruit students to the home campus. Many branch campuses are small, specialised schools or faculties, and seldom full-fledged campuses, and very few have a strong research program. Without major incentives, top global universities will seldom be attracted. In all cases, India would need to very carefully evaluate whether a particular branch proposal is suitable to local needs, and is the type of foreign institution that is attractive—careful vetting will be important.

The establishment of foreign university branch campuses in India marks a significant milestone in the country’s higher education landscape. However, if these ventures are rushed or poorly managed, they risk becoming cautionary tales—short-lived initiatives that erode trust, dilute brand value, and stall the broader momentum toward meaningful internationalisation.

(Philip G Altbach is professor emeritus and distinguished fellow, Center for International Higher Education, Boston College, United States. Eldho Mathews is programme officer (internationalisation) at the Kerala State Higher Education Council, India)

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