Authors: Ming Cheng; Fumi Kitagawa; Michael Osborne
Addresses: School of Education and Lifelong Learning, University of East Anglia, Norwich Research Park, Norwich, Norfolk, NR4 7TJ, UK ' The Business School, University of Edinburgh, EH8 9JS, UK ' School of Education, University of Glasgow, 11 Eldon St., Glasgow G3 8NH, UK
Abstract: Internationalisation is at the centre of debate on the future of higher education as an area of important strategic and organisational activity in the rapidly changing global and local landscapes within the knowledge-based economy. Internationalisation encompasses multiple dimensions of universities' strategies, and there is limited understanding on how these different dimensions influence universities' activities in a holistic way. Drawing on a case study of the University of Nottingham with its campuses in the UK, Malaysia and China, this paper examines the changing scope of its internationalisation strategies and how these strategies have affected four key institutional activities, namely, student learning, staff mobility, quality assurance, and community engagement. The study unpacks the concept of internationalisation through the lenses of stakeholder relationships and leadership theory and illustrates challenges of internationalisation as perceived by the university leaders and key stakeholders. Questions are raised about the sustainability of internationalisation strategies, in particular with regard to enhancing the quality of the student learning experiences in local contexts.
Keywords: universities; strategies; innovation; stakeholder relationships; internationalisation; Nottingham.
International Journal of Knowledge-Based Development, 2017 Vol.8 No.3, pp.292 - 308
Available online: 31 Aug 2017 *Full-text access for editors Access for subscribers Purchase this article Comment on this article