In this new knowledge-based global economy regionalism becomes a critical component for North America to compete with the European and Asian trade blocks by developing the new wealth of nations-knowledge. In this context, this study demonstrates that the role of higher education, university partnerships, and mission-based organizations are critical success factors for North America's regional global competition, especially with Mexico's potential to integrate as an equal partner, to strengthen regional competitiveness by narrowing the socio-economic gap between both countries through sustainable development collaborative education and research programs that access capital and human resources through various resource streams from public and private organizations.
This open access book presents deep investigation to the manifold topics pertaining to global university collaboration. It outlines the strategies King Abdulaziz University has employed to rise in global rankings, and the reasons chosen to collaborate with other academic and research institutes. The environment in which universities currently exist is considered, and subsequently how an innovative culture might be established and maintained to enable global partnerships to be implemented and to succeed is discussed. The book provides an intense focus on why collaboration is a necessary ingredient for knowledge transfer and explains how to do it. The last part of the book considers how to sustain partnerships. This is because one of the challenges of global partnerships is not just setting them up, but also sustaining them.
This open access book presents deep investigation to the manifold topics pertaining to global university collaboration. It outlines the strategies King Abdulaziz University has employed to rise in global rankings, and the reasons chosen to collaborate with other academic and research institutes. The environment in which universities currently exist is considered, and subsequently how an innovative culture might be established and maintained to enable global partnerships to be implemented and to succeed is discussed. The book provides an intense focus on why collaboration is a necessary ingredient for knowledge transfer and explains how to do it. The last part of the book considers how to sustain partnerships. This is because one of the challenges of global partnerships is not just setting them up, but also sustaining them. This work was published by Saint Philip Street Press pursuant to a Creative Commons license permitting commercial use. All rights not granted by the work's license are retained by the author or authors.
This open access book presents deep investigation to the manifold topics pertaining to global university collaboration. It outlines the strategies King Abdulaziz University has employed to rise in global rankings, and the reasons chosen to collaborate with other academic and research institutes. The environment in which universities currently exist is considered, and subsequently how an innovative culture might be established and maintained to enable global partnerships to be implemented and to succeed is discussed. The book provides an intense focus on why collaboration is a necessary ingredient for knowledge transfer and explains how to do it. The last part of the book considers how to sustain partnerships. This is because one of the challenges of global partnerships is not just setting them up, but also sustaining them.
This book explains why conflict between the institutional and human agencies is an unavoidable outcome of competing local, national and global agendas at a major research university. It illustrates this by means of a case-study of Glonacal U, a university which belongs to the category of exceptional institutions that excel due to an established organizational culture of academic freedom, research excellence, shared governance, and intellectual leadership. The book shows how such a university may succumb to anxiety when neoliberal managers seek to exploit stakeholder doubts about university sufficiency, relevance, and performance in national and global markets and hierarchies of knowledge products and status goods. As top-down pressure for strategic choices in scientific partnerships increases at the world-class university, grassroots resistance to centralization increases also in order to remind the research university leaders that intellectual work and academic freedom are interdependent and central to building capacities for impactful global science. Productive global linkages are prerogative of academics who take full responsibility for success of project implementation and outcomes in scholarship and practice.
A volume of specially commissioned papers which draws on the diverse expertise of academic researchers, policy makers and educational practitioners to address the changing patterns of competition and provision, in international higher education. Topics addressed range from policy, provision, teaching, research and business engagement.
The Glion VI Colloquium departed from its customary transatlantic dialogue by broadening participation, including university leaders from around the world representing 18 nations and five continents, to consider the globalization of higher education. The emergence of a global, knowledge-driven economy is driven by a radically new system for creating wealth that depends upon the creation and application of new knowledge and hence upon advanced education, research, innovation and entrepreneurial activities. Both mature and developing nations are making major investments in building the knowledge infrastructure â schools, universities, research institutes, high-tech industry, cyberinfrastructure, public policies and programs â necessary to achieve prosperity and security in the knowledge economy. In parallel with these trends, there is a strong sense that higher education is also in the early stages of globalization, both through the increasing mobility of students and faculty, and the rapid growth in international partnerships among universities. Some even conjecture that we will soon see the emergence of truly global universities, which not only intend to compete in the global marketplace for students, faculty and resources, but also are increasingly willing to define their public purpose in terms of glob-al needs such as public health, political, economic and environmental sustain-ability, and international development. The first part of this volume provides a context for the subsequent discussion of the impact of globalization on the university from the perspective of a university leader, a foundation president and an industry executive. Part II considers the global strategies of established universities from several nations: the United States, the United Kingdom, Europe, Australia, Japan and Russia. A quite different perspective is provided by the participants in the third part, which focuses on strategies for emerging universities and university systems in China, Singapore, Korea and Brazil. Part IV turns to a broader discussion of global competition and cooperation within the context of changing paradigms in higher education, with participants from an unusually broad range of institutions including business schools, industry, scientific academies, open universities and technology institutes. The final part examines the broader global responsibilities of higher education from the perspective of Europe, the Middle East and the United States. [Publisher, ed].
The development of strategic partnerships with other universities as a network interaction is one of the ways to strengthen a competitive position of university in the educational services market. Networking allows you to realize goals that lie beyond the interests of individual universities and are of significant interest to the region. Such goals include the rational use of human, natural, financial resources of the region, attracting the attention of the authorities and influential actors of the region to higher education, the creation of common basic values of cultural education, the activation of our own internal resources, sources and mechanisms for the development of higher education, the transmission and broadcast of advanced and educational, scientific and managerial experience. Network structures expand the system of social interactions of universities and strengthen not only their cooperation, but also the interaction of universities with research institutes, public organizations and business structures at the international, national and regional levels. The development of the strategic partnership of universities is built in the spirit of the direction: the creation of network universities and the formation of a network of interacting universities.However, the creation and subsequent operation of network universities faces a number of communication barriers, the overcoming of which requires tremendous effort. The presence of communication barriers indicates that cooperation should be built on the principle of not “unity of diversity”, but of “unity and diversity”, that is, based on mechanisms that would allow using the potential of national-regional specifics as a starting point for mutually enriching dialogue and development of partners in interaction.The development of glocalization processes leads to the formation of “smaller” regional educational spaces. It is small educational spaces on the cross-border knock that take into account economic, social, entocultural and personal factors that can most fully and effectively increase the level of independence and complexity of regional development in the fields of economic and social life, including education, and preserve cultural identity.
This book is a timely insight into the internationalization of higher education institutions. The internationalization of higher education is a global phenomenon, but with substantial variation in how it is made operational in individual institutions. Comprehensive Internationalization focuses on desirable practices in institutions and their actual approaches to implement a more integrated, strategic, or comprehensive global engagement across their core missions: teaching, research, and service. Part I of the book investigates a wide range of issues governing the internationalization of institutions: Outlining the origins, meaning and evolution toward more strategic and comprehensive forms of internationalization; building an understanding of the meanings of comprehensive internationalization, as well as common aspirations, when linked to different types of institutions; understanding the rationales and motivations for internationalization and intended results; creating an institutional vision and culture to support comprehensive internationalization; and implementing key strategies for successful internationalization in terms of practical actions and programs and results, including identifying and ameliorating barriers, engaging organizational change, assessing outcomes, and obtaining resources. Part II of the book offers case stories from institutions across the globe which describe varying pathways toward more comprehensive internationalization. Institutions were chosen to reflect the diversity of higher education and approaches to internationalization. An analysis of the cases uncovers similarities and differences, as well as common lessons to be learned. With contributions from mainland Europe, Australia, the USA, the UK, Latin America, Singapore and South Africa, the global application of the book is unparalleled. Comprehensive Internationalization will be of vital interest to a wide variety of higher education institutional leaders and managers as they address the problems and solutions for institutional internationalization available to them in a rapidly changing educational world and a 21st Century global environment.
