Internationalization has attained great significance in Higher Education, driven by both educational philosophy and commercial imperatives. Cultural change is implied as both a related process and as a goal. The article considers the multifaceted ways in which culture might be conceived and linked to different orientations to internationalization. The metaphor of ecology is used to highlight the dilemmas faced by leaders attempting to use cultural exchange as a market product while they may be simultaneously eroding the distinctiveness of cultures on which such a strategy relies. The short termism of humans in general and business in particular is argued to militate against action to protect cultural assets other than one’s own. The article suggests considered and careful leadership of internationalization, preserving distinctiveness and promoting equality among cultures is in the long term commercial interest of universities, as well as offering individual and societal benefits.

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One of the most important changes in the environment of schooling during the last decade has been the establishment of educational markets and inter-institutional competition which, in turn, has led to the development of a new management culture in schools. In the light of these developments, this paper draws together the research on heads' responses to marketisation and suggests theoretical hypotheses on the impact of its underlying features on their psychological well-being. Our argument is that the major features of educational marketisation may promote the emergence of both the determinants of professional growth and self-renewal and of occupational stress and job burnout among headteachers. These determinants, in turn, lead to the appearance of two types of well-being among school heads. To support our hypothesis we refer to the work of others and empirical findings from various fields of study.