This issue of IAU Horizons offers a selection of thought-provoking papers on Leadership challenges and strategic management, thus fueling a reflection on one of the key thematic areas of work for the Association.
Europe and the Internationalization of Higher Education, by Gilles Breton
If you are involved in the internationalization of universities and you feel the need to get all the facts concerning both the status of the current situation and the new trends that are emerging, it is essential that you obtain the report Internationalization of Higher Education. More...

This issue of IAU Horizons offers a selection of thought-provoking papers on Leadership challenges and strategic management, thus fueling a reflection on one of the key thematic areas of work for the Association.
Leadership and Management of a Complex University, by E. Nigel Harris
Transformative leadership of any University in the politically and economically chaotic early years of the twenty-first century is a challenge. This can increase by orders of magnitude the more complex the institution. The University of the West Indies (UWI) is unarguably one such complex institution. This university serves 16 English speaking countries, each country with a separate government and the countries are scattered across a million square miles of the Caribbean Sea. More...

This issue of IAU Horizons offers a selection of thought-provoking papers on Leadership challenges and strategic management, thus fueling a reflection on one of the key thematic areas of work for the Association.
Leading Globally Engaged Universities (LGEU), by Robin Middlehurst and Tom Kennie
Importantly, the Association has drawn on the experiences and challenges faced by its Member universities and university associations in 130 countries to track developments and challenges in internationalization in different regions through regular surveys and associated dialogue across nations. Learning lessons from its diverse membership, IAU has also drawn the attention of governments, institutions, researchers and practitioners to the tensions and risks as well as opportunities of different aspects of modern-day internationalization in a context of globalisation. IAU’s Call for Action in 2012 was an affirmation and a reminder of the need to sustain strong academic values in the internationalization of higher education. Since then, IAU has focused more deeply on promoting ‘inclusive internationalization’ with such underpinning values as equity, cultural diversity, social benefits and reciprocity in internationalization strategies and activities (Egron-Polak and Green, 2015). More...

This issue of IAU Horizons offers a selection of thought-provoking papers on Leadership challenges and strategic management, thus fueling a reflection on one of the key thematic areas of work for the Association.
Governance and institutional leadership in higher education in India, by N.V. Varghese
The higher education sector in India has been experiencing slow growth and low GER for a long time. The acceleration in the rate of growth and increase in GER in this century helped the country enter into a stage of massification of higher education. With around 30 million students, 700 universities and 36 thousand colleges, the Indian higher education sector is not only massive but also second largest in the world. The fast expansion of the sector is accompanied by the diversification of the sector in terms providers, study programmes and sources of funding. The private institutions, open universities and online courses such as the Massive Open Online Courses (MOOCs) have become an integral part of the changing higher education landscape in India. It is a major challenge to govern and manage such a large and diversified system. More...

This issue of IAU Horizons offers a selection of thought-provoking papers on Leadership challenges and strategic management, thus fueling a reflection on one of the key thematic areas of work for the Association.
Put simply, we are in the wrong organizational vehicle for the 21st century, by Leith Sharp
I’ve been asking senior leaders this question: “Is there a clear path for a good idea to come from anywhere in your organization?” The general consensus is no, there is no clear path for a good idea to find its way forward from anywhere, not for universities, corporations, government agencies, nor non-profits alike. There are some specific exceptions, but they are specific and they are exceptions. Instead the general agreement seems to be that the success of a good idea depends mostly on the sheer tenacity of its champion. More...

This issue of IAU Horizons offers a selection of thought-provoking papers on Leadership challenges and strategic management, thus fueling a reflection on one of the key thematic areas of work for the Association.
Governance and strategies leading towards a transborder higher education system, by Yutaka Tsujinaka with Chiho Kabeya
In general, contrary to popular beliefs, Japanese society is rather slow to adopt changes and can even be inflexible at times. It has remained stable only in as much as the various systems support each other well. The current higher education system in Japan began in 1949 with the establishment of the New Constitution in 1947 when education laws were enacted and the higher education system was consolidated into “universities” in line with the formulation of the 6-3-3-4 school system. Since 2004, an independent corporation status was given to all national universities. This is a great transformation of the legal status and management system of national universities. However, even when granted such status, they remained basically as one of the conservative systems in society. Recently, however, universities have started to change under strong leadership. At present, there are 86 national universities, 90 public universities and 606 private universities in Japan, where in 80 percent of subsidies from the government are allocated to national universities. More...

This issue of IAU Horizons offers a selection of thought-provoking papers on Leadership challenges and strategic management, thus fueling a reflection on one of the key thematic areas of work for the Association.
Leadership Challenges and Strategic Management, by Angelo Riccaboni and Francesca Trovarelli
In the last decades, all academic systems have been involved in a process of transformation in order to deal with complex social and economic challenges. In particular, the need for better managed universities and new regulations have stimulated the focus on the definition of formal planning and strategic management systems. More...

This issue of IAU Horizons offers a selection of thought-provoking papers on Leadership challenges and strategic management, thus fueling a reflection on one of the key thematic areas of work for the Association.
Leadership Challenges and Strategic Management, by Pam Fredman and Marianne Granfelt.
The role of leadership and management of higher education institutions (HEIs) for the quality and development of research and education is highlighted in the activities of IAU. However, the conditions for this leadership vary greatly, depending on factors such as national regulations and ownership structure (public vs. private). The demands imposed on management and line organisation by the government, private owners and funders is sometimes perceived as a challenge to traditional academic collegial structures. More...

This issue of IAU Horizons offers a selection of thought-provoking papers on Leadership challenges and strategic management, thus fueling a reflection on one of the key thematic areas of work for the Association.
IN FOCUS - Leadership Challenges and Strategic Management
Governance and leadership are very important aspects of quality higher education and are an essential foundation for any HEI to flourish and to fulfill its social mission. Effective governance and leadership play a vital role in enabling institutions to meet the challenges created by new socio-economic factors that create new and difficult environment for education. These challenges include the commodification of higher education, the promotion of an equitable society, the need for an ethical framework for higher education, and the role that higher education must play in promoting sustainable development. More...