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28 novembre 2012

Global education: knowledge-based economies for 21st century nations

The theme for Going Global 2013 is Global education: knowledge-based economies for 21st century nations our call for session proposals has now closed, however there is still an opportunity to contribute to the conference by presenting a poster presentation. Our call for posters deadline is Friday 23 November 2012.
Going Global 2013 will attract leaders of international education from more than 80 countries. The conference will consist of a series of:

 

  • Panel debates involve panellists with contrasting or complementary points of view. 
  • Multi-presentations sessions involve up to three short presentations followed by a question and answer session.
  • World café sessions offer the opportunity to interact with presenters in smaller groups. Each table explores a different perspective of the session topic. 
  • Poster presentations combine text and graphics to highlight unique ideas and case studies from the world of international education. 

Once finalised, details of next year's sessions will be available here.

Global education: knowledge-based economies for 21st century nations
In the twenty first century, knowledge based economies will create the wealth, prosperity and well-being of nations. Research and tertiary education systems are primary drivers of these, playing three key roles. They produce cutting edge knowledge; they transfer, exchange and apply that to drive innovation; and they educate and skill knowledge workers. For these three roles to build knowledge and innovation in a globalised world, they must themselves be globally connected. Cutting edge research requires world-class research partners from across the globe; major innovation requires not only researchers but also businesses and investors to collaborate across national boundaries; knowledge workers need to develop international competences and skills to be effective in the future world.
Going Global 2013 will examine the extent to which these roles and systems are internationalised and what impact they have on the wealth, prosperity and well-being of nations, communities and cultures. The conference reviews and debates current practices, systems and delivery mechanisms. We identify future trends, and explore the challenges and opportunities these present for research and tertiary systems in creating knowledge-based economies for 21st century nations .

 

1. Research and innovation: the role of international collaboration:

 

  • Research and innovation: what are the challenging questions (intellectual property, national funding systems etc) and what are the innovative answers?
  • The value and impact of multilateral research: are the outcomes of conducting multilateral research worth the challenges?
  • How are research hubs being established; how are they working and what do they contribute to nations, communities and cultures?
  • Investing in research networks for the future: what should we invest in and what should we expect as the return on investment?

 

2. Developing skilled knowledge workers: the role of international collaboration:

 

  • What does ‘employability’ mean in the context of a wealth of nations; how are these skills being developed?
  • How are governments, employers, universities and colleges responding to the challenges of creating workforce skills for economic diversification?
  • What systems underpin the development of global skills and competences; how internationalised are those systems?

 

3. Internationalising tertiary education structures and systems:

 

  • Education cities and hubs: what is their contribution to global, national and local community agendas?
  • How does transnational education impact on local and national culture, identity and gender issues - and are there inherent tensions between the provider and the local cultural setting?
  • How is transnational education contributing to the economy, prosperity and well-being of host and source nations?
  • What structures and systems ensure high quality education provision together with high quality student experience?
5 novembre 2012

Enough With the Globalization Hype

http://s.huffpost.com/images/v/logos/bpage/college.gif?30By Rajan Menon. I've had it with globalization. In my line of work, academe, it's virtually impossible these days to avoid hearing senior university officials begin a speech (especially at commencement or at a conclave of would-be financial benefactors) with the solemn observation that "we live in a globalized world," that states and borders are of diminishing significance, that higher education must be loaded with "global content" (a vacuous, unlovely, though ubiquitous, term), and that students must be taught to become "global citizens."
There isn't a single college president, provost, or dean who fails to peddle this line, which, by virtue of its ubiquity, has become a cliché. I think that there's a secret mountain somewhere whose summit these folks scale every so often to receive, from a robed sage with a long white beard, a tablet inscribed with the watchword du jour -- and these days it's "globalization." More...
1 novembre 2012

Initiative to improve the student experience goes global

http://enews.ksu.edu.sa/wp-content/uploads/2011/10/UWN.jpgBy Thierry Luescher-Mamashela. Research universities from across the globe met from 8-10 October at the University of California, Berkeley, to discuss a first round of survey data on their students’ undergraduate experience. Institutions from Brazil, Britain, China, The Netherlands, Russia and South Africa have joined the new SERU International Consortium.
SERU, which stands for Student Experience in the Research University, is a survey tool designed to collect data on the academic and civic engagement of undergraduate students at research universities in the United States. The survey has gone global and the Berkeley meeting was attended by members of the SERU International Consortium including the University of Campinas in São Paolo, Brazil; University of Cape Town, South Africa; University of Bristol, UK; Amsterdam University College in The Netherlands; National Research University – Higher School of Economics in Moscow, Russia; and China’s universities of Hunan, Nanjing and Xi'an JiaoTong.
Observers were also present from Oxford University, the universities of Rhodes, the Western Cape and Johannesburg in South Africa, the University of New South Wales in Australia and member institutions of the American Association of Universities.

22 octobre 2012

Re-Imagining Higher Education in a Global Context

2013 Annual Conference, February 17-20, 2013, New Orleans Marriott, New Orleans. Click here to register.
In recent years, the “comprehensive internationalization” of higher education institutions has been the primary focus of leaders in international higher education. By integrating an international dimension into teaching, research, and outreach, we have sought to transform higher education institutions into global institutions. We are now reaching a new era in this process where many institutions have embraced internationalization. At the same time, there are still many institutions where rhetoric regarding a global dimension still outweighs vision, strategy, and action. Further, internationalization as we know it today has inherent implications which are not always viewed as positive including brain drain, academic imperialism, and the commodification of higher education. Additionally, the current process of “comprehensive internationalization” no longer represents the full scope and development of international initiatives today that are transforming our institutions and the world. Therefore, a more effective approach may be to shift the focus from “internationalizing” higher education as a process applied to institutions to instead re-imagining and re-visioning higher education in a globalized world. Every single person and location today is impacted by actions of those in other parts of the world. Higher education plays a critical role in understanding and shaping those interactions and events.
This shift in viewing higher education as adapting to a global setting changes the role of senior international officers who no longer apply a process but lead approaches at their institutions to meet the needs and interests of globally mobile students and faculty more broadly, as well as to advance their institutions’ missions in a global context. This also entails responding to the needs of the world at large such as through development, capacity building and addressing collectively the pressing issues of the 21st century including poverty, health, and a sustainable environment. Please join us for the 2013 AIEA Annual Conference in New Orleans to re-imagine higher education in a global context, moving beyond internationalization as an institutional process to adapting higher education to a globalized world.
7 octobre 2012

The Globalization of Higher Education

LogoThe Globalization of Higher Education: Payment Trends, Challenges, and Solutions. Wednesday, November 14, 2012, at 2:00 p.m. Eastern.
Education has become a global industry, unimpeded by the constraints of geographical borders, time zones, or currencies. However, with all the new opportunities that globalization has offered, there have also been increased challenges and risks. Listen to this 45-minute webinar by Western Union® Business Solutions to learn how your institution can capitalize on these opportunities, while also helping improve business processes and potentially protecting itself against unnecessary risk.
International students represent an increasingly important source of revenue for educational institutions, but traditional payment methods can make handling incoming international fees complicated and expensive. During this webinar, we intend to demonstrate how our online payment solution streamlines the incoming payments process, and potentially helps improve an institution’s cash flow, while reducing administrative costs.
Another challenge for educational institutions is sending payments to overseas vendors, professors on sabbaticals, or students going on exchange. This process can be complicated and expensive, and fluctuations in foreign currencies, particularly exotics, can result in unpredictable losses. We intend to demonstrate the best practices for institutions looking to make payments in exotic currencies, as well as to highly regulated countries like China and India.
In order to illustrate the above points, Eric Gillespie, Finance Operations Manager from St. Andrews University, and Nancy Majerek, Treasury Manager from Notre Dame will provide case study examples of how their institutions were able to leverage the dedicated team of sales and product specialists at Western Union Business Solutions to improve their incoming payment solutions in order to enhance the experience for both their students and back office staff. They will also address how working with Western Union for their outgoing payments helped their Accounting Department budget more effectively and improve vendor relationships. As your university globalizes, learn about how our exciting products and services can help take the hassle out of international payments.
18 août 2012

Scholars, Spies, and Global Studies

http://chronicle.com/img/photos/biz/sub-promo-art.pngBy Nicholas B. Dirks. No one doubts that globalization is one of the most important trends of our day. Nor does anyone question that it affects what we study, how we teach, and whom we seek to reach. Beyond that, however, there is little consensus.
As American universities expand their global footprint with branch campuses in Singapore, Abu Dhabi, and elsewhere, many faculty are concerned about oppressive governance, human-rights violations, and lack of academic freedom abroad. Meanwhile administrators grapple with how these new ventures—and globalization in general—will change teaching and research in the United States. As higher education seeks new audiences, will it be able to maintain the significance and character of the liberal arts, which have played such a crucial role in the educational mission of the American university?
Similarly educators increasingly agree that all undergraduates ought to pursue some study abroad. But should it involve language study and full cultural immersion? Or short-term travel and networking through internships and other kinds of programs?

5 août 2012

Beyond Rio+20: What It Means for Global Higher Education

http://chronicle.com/img/photos/biz/icons/worldwise-nameplate.gifThe following is a guest post by Pamela Chasek, a professor of political science and director of the International Studies Program at Manhattan College in New York. She is also the co-founder and executive editor of the Earth Negotiations Bulletin, a reporting service on international environment and development negotiations published by the International Institute for Sustainable Development.
In the aftermath of the United Nations Conference on Sustainable Development (Rio+20) that concluded in Rio de Janeiro June 22, many commentators were harsh with their criticism, saying the meeting failed to accomplish much, if anything. The aim of Rio+20 was to secure renewed political commitment for sustainable development, assess progress, and address new and emerging challenges. While many have argued that even these minimal goals were not accomplished in the final document, titled “The Future We Want,” we can’t measure the results of Rio+20 by this document alone. In fact, over the nine days in Rio, thousands of events were held, where civil society, the private sector, and governments shared best practices and registered nearly 700 voluntary commitments for sustainable development, amounting to more than $513-billion. But where were the institutions of higher education in this mix?
Many professors attended the conference as part of their research efforts, myself included, but higher education as a whole was not well represented. In fact, only about 25 colleges and universities were even accredited to participate at Rio+20. They included several American ones like, Boston, Columbia, Princeton, and Yale universities, and the University of Colorado and Ramapo College of New Jersey, as well as a host of non-U.S. institutions, such as, the University of Bern, the Federal University of Rio de Janeiro, the University of Cambridge, and the University of Copenhagen. I applaud their involvement and argue it is time for more institutions to follow their lead. Sustainable development is not possible without education. In “The Future We Want,” governments agreed to support educational institutions to carry out research and innovation for sustainable development, including in the field of education, to develop quality and innovative programs geared to bridging skills gaps for advancing national sustainable development objectives. At the Sustainable Development Dialogues, part of  the lead-up to the conference, three of the top 10 key actions stakeholders voted on—out of a total of 100—concern education.
One of major announcements at a side event in Rio was a declaration, which is now open for signature, that commits leaders of higher-education institutions to teach sustainable development concepts, encourage research on sustainable-development issues, green campuses, support sustainability efforts in our communities, and engage with and share results through international frameworks. More than 150 colleges and universities from 47 countries have already signed the declaration, pledging to submit annual sustainability reports, reduce their carbon footprint, expand educational options, and promote research.
For example, Politecnico di Bari in Italy is offering 200 free bicycles to students and faculty members. BEM Bordeaux Management School in France offers a car-sharing program for students, staff members, and the community. Central South University of Forestry and Technology in China has included the idea of sustainable development in all core courses. The University of Santiago de Compostela in Spain is creating a training program for environmental volunteers that will appear in students’ academic record. However, this is just a drop in the bucket in terms of the institutions of higher learning around the world. As of today, only a handful of colleges and universities in the United States have signed the declaration.
To be sure, many other colleges and universities, including my own, are already expanding courses, engaging in research, and greening campus operations. But this isn’t enough. We have to be leaders. We are responsible for educating and training future decision makers. We play a key role in building more sustainable societies and creating new paradigms. We need to be more involved at the local, national, and global levels. Unfortunately, most teaching and learning still reinforces ways of thinking that lead to unsustainable systems. The majority of students still graduate without fully appreciating how the decisions they make in their personal and professional lives impact—directly and indirectly, now and in the future—the social and ecological systems in which we live. Moving towards sustainable development requires the comprehensive revision of current curricula, job qualifications, and corresponding learning objectives of educational programs and relevant professional training at all levels. We must revise teaching content to respond to global and local challenges. We must promote teaching methods that enable students not only to acquire and use appropriate skills but to actively participate in in local, national, and international sustainable development decision-making.
Rio+20 made it clear on many levels that we have a responsibility to ensure that the students we teach and train, who will be the leaders of tomorrow, have the skills necessary to create not just the future we want, but the future we need.

5 août 2012

Focusing a Corporate Lens on Global Universities

http://chronicle.com/img/photos/biz/icons/planet-academe.gifBy David Wheeler. As universities seek to be global, they should consider an obvious model: multinational corporations.
What leads me to suggest using a corporate lens to look at global universities? I’ve heard Qantas talk about forming alliances with other airlines, a process akin to creating university consortia; tried to understand how the University of Melbourne snagged a partnership with IBM; and been fascinated by the strategies of companies like Johnson & Johnson to recruit the best university graduates. Universities might learn from multinational corporations in a few areas in particular, including employer branding, human resources, and partnership management. Lastly, universities can learn from corporations how to more effectively connect with them. Obvious, but often not done.
In a presentation I saw last year, Johnson & Johnson representatives talked about how they had taken a look at the companies that students in different parts of the world aspire to work for. In China it was Procter & Gamble. In India it was Google; in Japan, Sony. Johnson & Johnson then thought about the “employment life cycle,” from when students might first hear about a company to after they are hired. Companies such as Johnson & Johnson often conduct research in two phases. The first phase is to find out how their organization is perceived. The second phase is to find out how positive perceptions can be reinforced or shifted. The process isn’t, ideally, about spin but about discovering and communicating an institution’s core values. Those values can be ferreted out by research, which universities should be good at.
An organization, whether it is a company or a university, can identify two arrows. One is what people are looking for in jobs, and the other is what the institution has to offer. An organization that can find the intersection of those arrows can build powerful, long-term success. Universities, like companies, may need to make the transformation from being a national brand to being a global one. Siemens, once thought of as a German company, now says that it is “a global powerhouse in electronics and electrical engineering, operating in the industry, energy, and health-care sectors.”
Global brands can be adapted to various local markets, while still staying globally integrated. I just gave away a collection of international Coke cans, consisting of many different shapes and bearing Arabic, Chinese, and Spanish words, among others. But they were all instantly identifiable as Coke cans. As some universities seek to be global, they often emphasize that a degree in one country will be exactly identical to a degree in another. I’m left wondering if a little more flexibility might be in order. Human-resources departments may need to rise in importance as universities seek to become more global. The complexities of managing different people in different places are high, and human-resources departments, which are often simply the servants of academic departments at many universities, need to acquire and share their expertise on how to manage a mix of expatriates and local workers in a variety of countries.
I was intrigued by a recent Wall Street Journal article headlined “Don’t Unpack That Suitcase.” It suggested that multiple overseas assignments give rising corporate managers more chances to be promoted: “Time spent overseas develops their ability to manage complex, interconnected enterprises—skills that just can’t be developed back at headquarters or in one brief foreign assignment.”
I’m less sure that American universities share the sentiment that overseas experience improves managers. Lastly, I think that universities can learn from corporations about how to better manage partnerships. It’s a bit of a cliché, but I would be remiss if I didn’t say it: Universities approaching partners need to think of programs that would benefit both parties. Approaching a computer company and asking for money or machines to take back to the university doesn’t work for the company, without some benefit being offered. Companies have their own problems to solve. Partnership management is a profession, not just the avocation of people working in other jobs. Universities need to make it someone’s job to manage international partnerships, to sustain relationships, to make sure the institution and its partners are getting what they want from relationships.
If the partnership managers are not part of the senior leadership team, senior managers may not hear directly about how global operations or partnerships are going. The international director doesn’t get quick decisions and can’t be responsive to international partners. Decisions get slowed down, partners lose interest and end relationships. My goal here has been to suggest that when universities overcome their natural resistance to comparing themselves to multinational corporations, they can think in new and useful ways. And learning to think differently is, after all, what universities are all about.
Editor’s Note: This post was adapted from a speech on “President’s Day” at the annual meeting of Nafsa: Association of International Educators.
27 juillet 2012

Global learning: still too expensive?

http://static.guim.co.uk/static/c9f90b3c5bbf96869cb84487a1f269cdfddea69a/common/images/logos/the-guardian/news.gifWhen global learning first emerged, the price of technology was considered prohibitive – now ignoring it could be more costly.
When the concept of 'global learning' began to emerge in the 1990s, it was an expensive endeavour that required specialized classroom equipment, dedicated telecommunication lines or satellite links, and specialized technical support. In 1995, a typical one-hour global learning class, involving six different universities around the globe, cost upwards of $10,000 (£6,450) just for the connections. The classroom technologywas not only expensive but also difficult to operate.
Often each professor would need an on-site technician present to operate the system. Most mid-level university administrators saw such initiatives as expensive and risky, and perceived no benefit, monetary or otherwise, for the institution. As long as benefits were measured in terms of net revenue, global learning was perceived to be too expensive to justify its use.

13 mai 2012

‘Global universities’ – A future for the many or the few?

http://enews.ksu.edu.sa/wp-content/uploads/2011/10/UWN.jpgBy Robin Middlehurst. Australia’s Monash University and the University of Warwick in the UK have signed up to a new alliance that will establish them as ‘globally connected universities’. Big promises from the two vice-chancellors of these universities accompanied the announcement.
The alliance will offer a seamless international experience to students, employers will be able to take their pick of globally educated graduates and the two universities’ research will address large, global problems. The alliance was proudly presented as an entrepreneurial approach to addressing the ‘university mission’ in a changing international context.
But there are other stated ambitions that run in parallel or perhaps outweigh those that appear more traditionally mission-driven.
The vice-chancellors state that they are keen to enhance their institutions’ global reputations and ensure that both universities are positioned to compete in a changing higher education environment.
Professor Ed Byrne from Monash also commented to Times Higher Education: “We would regard it as very disappointing if, in a few years' time, there weren’t very, very significant sums of money coming in through this initiative.”
So prestige, competitive advantage and acquisition of resources are key drivers too in reaching the vice-chancellors’ joint vision of being one of the world’s 50 ‘globally networked research-heavy university systems’.
Four models of the university
In a joint article, the two leaders provide further information on their rationale for the alliance. They predict seismic shifts in the global influence and structure of higher education (and other sectors) over the next 20 years and foresee the emergence of four models of the university.
The first consists of about 30 prestigious research and teaching institutions that will be invited to set up ‘boutique operations’ in host countries ‘at no cost’.
The second consists of a further 50 or so ‘globally networked research-heavy university systems’ that conduct research and produce graduates across many locations in the world – this is the group that Warwick and Monash seek to be part of, or even create, as first-movers.
The third model comprises small, specialist institutions that are globally known for some specific ‘prowess’. The fourth model consists of an undifferentiated mass of the rest of higher education – ‘mass institutions doing mass teaching’.
How attractive is this vision of the future higher education world?
For the councils or boards of the two universities, the vision of being a leading player among the group of globally connected universities is doubtless dynamic, exciting and potentially glittering with prizes. Indeed, the partnership has already borne fruit in a grant worth just over half a million pounds awarded by the UK’s Engineering and Physical Sciences Research Council under their Building Global Engagements programme. The vice-chancellors, as CEOs of their higher education businesses, are clearly delivering what their corporate boards expect.
For privileged students able to afford the costs of studying for a period in Australia and the UK (that is, a small number of the 2% of students estimated to be internationally mobile) there will be wonderful educational opportunities. On the other hand, they might be more globally employable by choosing to learn one or more languages other than English and to participate in a non-Anglophone cultural experience. For numbers of academics there will also be gains in terms of new research opportunities. There may also be new teaching possibilities, but whether this will materially affect the quality of teaching and the quality of students’ experiences at these universities’ home (and overseas) campuses is less clear.
Downsides of the four models
Beyond these aspects, the four-model higher education vision of the future is much less attractive. In relation to the first model, it is disingenuous to say there is ‘no cost’ associated with setting up boutique operations in another country; there will be costs to the taxpayers of host countries and to other funders and, of course, to students and their families. There should also be benefits, so it is a pity that the vice-chancellors’ rhetoric does not stretch to considering the mutual benefits for countries and regions that could arise from the international operations of prestigious universities. There is also no mention of any responsibilities that might arise from being privileged enough to be invited into another country.
The second model is couched in terms that are also principally institutionally self-serving, while the third conjures up an image of institutions engaging in international ‘derring-do’. The fourth model is the only one that might reach large numbers of students, provide tertiary education for the majority rather than the few and serve the wider needs of society, probably at less cost to the public purse in different countries.
Yet model four is at the bottom of the pyramid in the vice-chancellors’ vision and there is no discussion of any inter-connections between the four levels in the hierarchy.
IAU call to action
The International Association of Universities, or IAU, has issued a ‘Call for Action’ to re-affirm academic values in the internationalisation of higher education. This call “requires institutions everywhere to act as responsible global citizens, committed to help shape a global system of higher education that values academic integrity, quality, equitable access, and reciprocity”.
For me, this is a more attractive vision for global higher education than that set out above. Perhaps it is time for all vice-chancellors who seek global glory to articulate what benefits their institutions can bring to the countries, regions, groups and individuals that fund them through public and private sources, rather than how they are seeking to acquire these resources for their institutions and their research at the expense of others – including those with the more humble (or more noble?) ambition of educating the majority.
* Professor Robin Middlehurst leads on strategy and research and international activities at the Leadership Foundation for Higher Education in the UK, and is professor of higher education at Kingston University.
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