Toxic Transitions in Global Higher Education: A Sino–U.S. University Case

This video examines toxic organizational transitions in global higher education through a case study of a Sino–U.S. joint university. Drawing on mixed-method research, including qualitative interviews and large-scale employee reviews, the video documents how abrupt governance changes, workplace incivility, and institutional silence can undermine psychological safety, trust, and well-being among expatriate academics. Rather than framing these outcomes as individual resilience failures, the case highlights systemic organizational conditions that produce harm. Real voices from the field reveal how loss of protection, opaque decision-making, and uneven power structures shape everyday work life during periods of transition. This case is presented from a Human Resource Development (HRD) perspective and speaks to scholars, administrators, policymakers, and practitioners working in international education, organizational leadership, and workplace well-being. Key themes include: Toxic organizational transitions and workplace health Governance failure and institutional accountability Expatriate faculty well-being and psychological safety Multiple capitals and resource erosion Why resilience is not enough without structural fairness 📌 All voices are anonymized and presented in composite form to protect individuals while preserving empirical integrity. If an organization can be toxic, why can’t it be healing?