INTERNATIONALISATION STRATEGIES IN EUROPE

DORA LONGONIPOLITECNICO DI MILANO

TEMPUS MIMI Meeting, La Sapienza, Roma, 13/10/2014

Agenda

RationalesInternationalisation StrategiesEUA Survey (2013)The EAIE Barometer (2014)

Internationalisation: a definition

««The process of integrating an international, interculturalor global dimention into the purpose, functions or delivery of higher education»• Jane Knight, 2004

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Internationalisation: a definition/2

A universal definition to be adapted to specific rationales, benefits, actors and stakeholders

A process: to be constantly updated Integrating: embedding the international and

intercultural dimension The purpose of an institution = its mission

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Why internationalise?

Rationales may vary according to: the institutional vision and mission values and priorities the desired benefits/outcomes stakeholders resources

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Rationales driving internationalisation

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Most important rationales International reputation: international recognition for the quality of

teaching and/or research presence in international rankings attraction of international students,

researchers and research oppportunitiesQuality of education and research Internationalisation to enhance the quality

standards of the institution

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Most important rationales/2Students and Staff Development Intercultural skills, international competences

• to access the international labour market• to cope with cultural diversity

Economic competition Higher education has become an international

business market Universities are competing for attracting fee-

paying international students

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Most important rationales/3 International research collaborations Highly beneficial for teaching staff and for all

stakeholders International partnerships Increase (the quality of) bilateral agreements International networks

Both represent a means to become more international and a result of internationalisation efforts

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International strategiesAn international strategy has to be tailor-made

according to the vision, the mission, the values and the priorities of the institution there is not a single strategy that can fit more than

one institution It is a means to an end It has to support the institution fulfil its mission and

reach its strategic objectivesThe leadership needs to make strategic choices prioritise what is strategic for the whole institution

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International strategies/2An international strategy has to be an integral

aspect of the overall vision and strategy of the institution It can be included in the main strategy document It can be a different document -> synergy Reaching the widest possible consensus is extremely

important The strategy has to be discussed with the main

internal and external stakeholders The plan has to be carried out

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International strategies/3Different internal motivations and perceived

benefits different views on internationalisation different stages of advancement in schools

and departmentsThe leadership should choose between a single rationale underpinning the strategy of

the entire institution Incorporating different rationales to represent

different interests

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Internationalisation strategies/4

The main challenge for the leadership: to incorporate rationale(s) into the institutionalstrategy in an integrated manner from single international activities done at

department/school level to a central strategicapproach

horizontal integration across service areas from a responsive to a proactive approach

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Internationalisation strategies in Europe

The majority of EU institutions who replied to the survey (175) have an internationalization strategy, if not almost all are considering to have one

Source: European University Association (EUA), 2013, Internationalisation in E.H.E: European policies, institutionalstrategies

The effects of an internationalisation strategy

Source: European University Association (EUA), 2013, Internationalisation in E.H.E: European policies, institutional strategies

Priorities for internationalisation

Source: European University Association (EUA), 2013, Internationalisation in E.H.E: European policies, institutional strategies

Study conducted in the 47 countries of the European Higher Education Area (EHEA)

Shows perceptions of individualsMaps the state of internationalisation on

European and national level Reveals knowledge & skill needs and gaps

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The EAIE Barometer

EAIE in cooperation with research and consultancy company Ecorys

Input from practitioners in different countries, institutions and positions

Respondents from 33 EHEA countries: 28 countries with at least 30 respondents 5 countries with at least 10 respondents

Findings present perceptions of 2 190 staff working at HEI’s

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The EAIE Barometer – some data

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THANK YOU FOR YOUR ATTENTION!