Project number 530315-TEMPUS-1-2012-1-IL-TEMPUS-JPGR This project has been funded with support from the European Commission. This publication [communication] reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

The rationales behind internationalisation

Dora Longoni, Politecnico di Milano, EAIE Board Member TEMPUS IRIS Workshop, June, 19th 2013, Al Qasemi College, Israel

What is internationalisation

A universal definition

– to be adapted to specific rationales, benefits, actors and stakeholders

• A process: to be constantly updated, an on-going effort is needed

• Integration: embedding the international and intercultural dimension

• The purpose of an institution = its mission

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

What internationalisation is not

• Internationalization of education is very different from globalization – Institutions can be global (branches, etc.) yet they express

the culture of the HE system of the country of reference – Education is not a product, it is a public good and the

outcomes depend on the student experience (cultural and academic)

• It goes beyond international activities and international projects (components)

• It can be a rhetorical statement, followed by little action – Strong rationales and a strategic plan are needed

Why internationalise?

• Each institution should define the rationales that may vary according to: – its vision, mission, values, priorities – the desired benefits/outcomes – the stakeholders involved – Resources (human and financial)

• Clear set of rationales are needed

– included in a policy statement – with a clear set of objectives – a plan for implementation – a monitoring/evaluating system

Internationalisation in your vision/mission statements

• Internationalization mentioned in one case only: “Being part of a global world, we aim to implement internationalization of the College by signing further agreements of collaboration with universities and colleges in Europe, North America and Asia”

• “…education as a social mission…“ • “multicultural climate of equality and respect” • “a leading creative technological institute” • “developing human resources…capable and

empowered individuals” • “…an international recognized leading institution…” • “…international leadership…meaningful community

impact…”

Main driving rationales

Group discussion

Which rationales for your internationalisation strategy? • Thematic groups discussion

– Group A, - Teachers’ colleges: Al-Qasemi Academic College of Education, Kaye Academic College of Education

– Group B – Social sciences/Humanities: Beit Berl College, The Max Stern Yezreel Valley College Sapir College

– Group C - Engineering and Design colleges: HIT and Shenkar • 20 minutes discussion • 10 minutes reporting to the whole class

Most important rationales

• International Reputation – Natural ambition of the institution to receive international

recognition for the quality of teaching and/or research – Presence in international rankings – Attraction of international students, researchers and

research oppportunities

• Quality of education and research – Internationalisation enhances the quality standards of the

institution

Most important rationales/2

• Students and Staff Development – Intercultural skills, international competences

• More and more international labour market • Cultural diversity and the need if not to understand to

accept/tolerate «the other» as different

• Economic competition – Higher education has become an international business

market (GATS) – Universities are competing for attracting fee-paying

international students

Most important rationales/3

• International research collaborations – Highly beneficial for teaching staff, and all

stakeholders (students, society and the nation at large)

• International partnerships – Increase bilateral agreements – International networks

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

Different rationales within the same institution • Different internal motivations and perceived benefits

– Institutional leaders may have different views on internationalisation than faculty and deans, and students

– Different schools/departments can be at different stages in educational and research international cooperation

• The leaderships should decide whether a single rationale can underpin the strategy of the entire institution or different rationales should be incorporated to represent different interests

Rationales and the internationalisation strategy

• The main challenge for the leadership is to incorporate rationale(s) into the institutional strategy in an integrated manner – from single international activities done at

department/school level to a central strategic approach

– horizontal integration across disciplines and service areas

– from a responsive to a proactive approach

Rationales at the national level

• It is important for an institution to know which are the rationales for internationalising universities at the national/institutional level – Many differences in national rationales, from economical

reasons, to internationalising staff and enhancing academic and scientific international cooperation and to capacity building

– Some countries support internationalisation with national policies and funding mechanism

– In other countries institutions are left alone and they design international strategies according to their specific priorities and nevertheless are successful

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Rationales for Italian universities

• Many different approaches are possible according to the vision and mission of the university

• The majority of Italian universities are dedicating great attention to enhance their level of internationalisation – From exchange students to international students

• International students = an indicator of the attractiveness of the university and therefore of its competitiveness

• Internationalisation at home • Attraction of foreign researchers and visiting professors • Increase in joint and double degrees and international

research networks

Main rationales for Politecnico di Milano

• Enhance international reputation – Strong national reputation – Increased international reputation after implementing

a consistent internationalisation strategy – Rankings

• Student competence development – Need for international and intercultural skills – Wider access to the international job market

• Internationalisation at home – Offer international experience to non mobile students

Rationales for Swedish Universites

• Research cooperation • Exchange of students and staff • Moving to international recruitment • Joint projects • Internationalisation environment on campus

– Internationalisation at home – Large number incoming students – Much less outgoing

Main Rationales for MDH

• Contribute to reach the vision and goals • International components i all university

activities • Enhance quality • To provide faculty, students and staff with

intercultural competence • Employable graduates

Internationalisation strategies at European universities

• 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, institutional strategies

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