Aligning Institutional and National Contexts with Internationalization Efforts

Christopher J Johnstone, Douglas Proctor

Research output: Contribution to journalArticlepeer-review

5 Scopus citations

Abstract

In this article we report on our study that explored internationalization in higher education institutions as it relates to two levels of “culture” -- institutional culture and national higher education culture. We examined two leading research-intensive universities, “Coastal University” (Australia) and “Prairie University” (U.S.A.), which have similar institutional cultures (as theorized by Bergquist & Pawlak, 2008) yet reside in different national higher education contexts. Through cross-case analysis, we examined internationalization strategies as they relate to institutional culture and sought to draw inferences about the influence of national higher education cultures on these strategies. We propose the need to examine these cultures when developing internationalization strategies within institutions.

Original languageEnglish (US)
Pages (from-to)5-16
Number of pages12
JournalInnovative Higher Education
Volume43
Issue number1
DOIs
StatePublished - Feb 1 2018

Bibliographical note

Funding Information:
Institutional Culture and Internationalization Similar to Coastal University and other research-intensive universities, Prairie University appears to ground its identity in the work of its faculty. Research is at the core of much of its strategic plan, and research then follows as part of the implementation of the strategic plan. As part of the launch of this plan, the University put forth $3.6 million to support faculty research. The original call for proposals did not specify whether the grants needed to be international in nature, but supplemental funding was provided by the University’s central international unit, the Global Programs and Strategies Alliance, to support international proposals. Of the 29 proposals that were funded in 2016, eight received international supplements. An additional three to four proposals had international or global elements but were not awarded supplements. The evolution of financial support for international research culminated in the alignment of contributions from the Provost’s Office for general research grants coupled with Global Programs and Strategies international supplements. These supplements replaced the previously-administered BGlobal Spotlight^ research program, which had focused on grants to faculty members conducting research in particular world regions.

Publisher Copyright:
© 2017, Springer Science+Business Media, LLC, part of Springer Nature.

Keywords

  • Case Study
  • Higher Education
  • Institutional Culture
  • Internationalization

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