Strategies for internationalisation at technical universities in the Nordic countries     

Kristensen  Katrine Hahn  Karlsen  Jan Erik 《Tertiary Education and Management》2018,24(1):19-33

This article investigates strategies for internationalisation at technical universities in the Nordic countries. The study explores the institutional rationales for internationalisation, the stories told in the strategy documents, the importance of leaders, faculty, administration and students for implementation of the strategy, and barriers and key components of successful internationalisation. We studied the strategic work with internationalisation across 27 technical universities in Denmark, Finland, Iceland, Norway and Sweden. This work reflects both global trends of competition and the traditional Nordic model of cooperation. Overall, the universities incorporated internationalisation in their strategies in order to increase quality in research and education, and to establish strategic partnerships and networks. There is a shift in rationales from a more traditional approach of internationalisation to a new integrated form.  相似文献   

Seeing what's next: Using the theories of innovation to predict industry change     

Clayton M. Christensen  Scott D. Anthony  Erik A. Roth  Roger Kaufman 《Performance Improvement》2005,44(4):50-51

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National Devolution in Swedish Higher Education -- A Quest for New Local Leadership. The Case of Leadership Development at Göteborg University     

Norbäck  Lars Erik  Nordberg  Christina  Olsson  Lars Erik 《Tertiary Education and Management》1999,5(3):227-243

In 1993 a new national form for governance was introduced in Swedish higher education. The new regime, best described in terms of deregulation and decentralisation, among other things, required a new individually based leadership at universities.The paper describes the development of one particular 10-day interfaculty leadership training course for heads of departments, directors of study and other local managers, its content and methods and some implications for strategic management in higher education institutions.Four such implications are covered: constructing a new social identity as leaders, getting leadership acceptance in an individualistic academic-freedom culture, training academic leaders in accordance with professional values, and dealing with accountability in a collegial decision-making environment.  相似文献