Internationalization Remodeled: Definition, Approaches, and Rationales

Knight, Jane

doi:10.1177/1028315303260832

Cited by 1,738 publications

(1,763 citation statements)

References 4 publications

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“…The topic of internationalization of American higher education has received tremendous amount of attention from researchers and scholars in the past decades (Altbach, 2004;Knight, 2004;Scott, 2000;Van Der Wende, 2001). In the late 1990s, the American Council on Education (ACE) published a series of reports on internationalization in American universities and supportive programs to bring about internationalization (ACE 1999(ACE , 2003.…”

Section: History Of International Education In American Universitiesmentioning

confidence: 99%

“…According to Knight (2004), internationalization includes "academic standards, cultural diversity, student and staff development, and income generators" (p. 20). Knight and de Wit (1995) and Hsu (2012) envisioned internationalization with the implementation of a wide range of policies, services, and activities designed to integrate intercultural and international dimensions into an institution's student services, curricula teaching, and research.…”

Section: The Ethos Approachmentioning

confidence: 99%

“…According to Shore and Groen, (2009) doing collaborative international work "involves building and sustaining inter and intra-institutional relationships, catalytic events which 'make things happen' and learning from each other via common and divergent institutional practices" (p. 533). Knight (2004), Van der Wende (2001), and Van Damme (2001) illustrated strategies for initiating partnerships and international collaboration, which include student and faculty exchanges; enrollment in courses at a partner university as a substitution for courses students would normally take at their home universities; and faculty conducting research and teaching in a host university which brings about changes in curricula of their home institutions. Van Damme (2001) and Knight (2004) also explored regulation, validation, comparability, and standardization of international partnerships.…”

Section: The Process Approachmentioning

confidence: 99%

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Effective strategies in internationalization of higher education in the United States

Ozturgut¹,

Cantu²,

Pereira³

et al. 2013

IJRSE

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This qualitative study investigated the existing outlooks of internationalization in higher education in US universities having a sizable international student population attending their campuses. The purpose of this research was to explore the common practices for internationalization of higher education in US institutions. This study utilized Zha's (2003) conceptual and organizational framework of internationalization of higher education: the activity approach, which includes curricula, studying abroad, internationalizing faculty, and recruitment of international students. Other components of the framework include: the competency approach, which includes development of knowledge and skills, the ethos approach which focuses on the infusion of intercultural and international initiatives, and the process approach which seeks internationalization by means of inclusion of international and intercultural dimensions into teaching, service, and research. A correlation was discovered between the cited literature and raw data that was analyzed. The main themes indicating current practices that higher education institutions were employing to increase internationalization were: 1) hosting international events for training and education on culture and diversity, and 2) having international dimensions within their institutional infrastructure. This study suggests that internationalization of higher education in the United States needs to continue, evolve, and expand, especially since globalization trends make it more pertinent to the understanding of various cultures. In order for higher education in the United States to be competitive and viable in the global market, there needs to be a sustained goal in internationalizing teaching, learning, and practices.

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Section: History Of International Education In American Universitiesmentioning

confidence: 99%

Section: The Ethos Approachmentioning

confidence: 99%

Section: The Process Approachmentioning

confidence: 99%

See 1 more Smart Citation

Effective strategies in internationalization of higher education in the United States

Ozturgut¹,

Cantu²,

Pereira³

et al. 2013

IJRSE

View full text Add to dashboard Cite

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“…The main components of internationalisation of higher education are global competition for talents, recruitment of international students, development of international branch campuses, exchange programs for students, staff and scholars, internationalisation of the curriculum, and research and education partnerships between institutions regionally and internationally (Khorsandi Taskoh, 2014;Knight, 2004;Sanderson, 2008). Beck (2012) asserts that internationalisation is a product of and response to globalisation.…”

Section: Introductionmentioning

confidence: 99%

What Does Internationalisation or Interculturalisation Look Like in the Future in the Higher Education Sector?

Hartwig

Barton

Bennett

et al. 2017

Professional and Practice-Based Learning

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What is internationalisation? What is interculturalisation? What will these concepts look like in the future? Will they exist or move beyond their current state? Where are universities/higher education institutions headed with their international strategies as they prepare global citizens for the future? How will universities of the future cater for international students? These are the questions considered in this final chapter. This chapter contains reflections from the team members. We begin by defining internationalisation and interculturalisation in relation to employability. This is followed with reflections on the project as it was experienced within the six participating universities. We then bring together the reflections to highlight the key themes, which inform recommendations for practice and future research.

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“…According to Knight (2004), In the previous literature, it has been identified that a number of aspects influence entry mode selection. Among them, Dunning (1977Dunning ( , 1999 proposed that entry mode selection is influenced by three types of determinants: ownership advantages of a firm, location advantages of a market and internalization advantages of integrating transactions within the firm.…”

Section: Theory Of Multinational Enterprisementioning

confidence: 99%

Stakeholders of multinational companies: the case of Korean multinational companies in Brazil

Kim¹

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The objective of this study is to investigate the difference between stakeholders' characteristics in Brazil and in Korea which are perceived by managers of Korean MNCs (This study has been conducted based on data collected from South Korean companies so whenever "Korea" and "Korean" are mentioned, they should be interpreted as relating to South Korea.) In international business, the multinational environment has become challenging to MNCs, which stem from the multidimensional environments of the countries, such as macroeconomic, cultural, political and legal environments, among others. That is, managing stakeholders in a different environment has become influential to managerial performance of MNCs as well. Thus, in order to identify the main stakeholders and issues related to them as management strategic focus, the stakeholder's characteristics of Brazil and Korea were compared and empirically approached. The data collection was done through indepth interviews with the Korean managers of several Korean multinational companies operating in Brazil, who belong to the department that deals with local stakeholders either directly or indirectly in the host country. According to the data analysis, among the ten categories of stakeholders identified by Clarkson, the Korean companies are mainly interacting with eight stakeholders: employee, financial institution, customer, supplier, government, trade association, labor union and media, and there is effectively not only no interaction with the other two categories of NGO and community in Brazil but also no difference in their characteristics between Korea and Brazil. In reference to the distinct characteristics of the local stakeholders compared to the stakeholders in Korea, five characteristics were identified with employees, three with governments, three with financial institutions, two with customers, two with suppliers and one with trade associations, but no difference was identified with media. Managers perceived that all kinds of stakeholders are more unmanageable in Brazil than in Korea, excepting the customers. It was shown that there is a bigger difference of that manageability with employees, suppliers, financial institutions and trade associations and less difference with governments, labor unions and media, in this particular order. Analyzing the difference of the stakeholder's influence between the two countries, it was established that there is no difference in customers, labor unions and trade associations, there is a little difference in financial institutions and suppliers, and a bigger difference in governments and media. It is a difficult situation to find not only the study that compares the characteristics of the stakeholders but also the comparative study that deals with specific countries' cases. The result of this comparison among the characteristics can help managers grasp the causes and existing strategies analyzed for the problems, as well as effectively establish strategies to manage the stakeholders. However, because of the limitatio...

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Internationalization Remodeled: Definition, Approaches, and Rationales

Cited by 1,738 publications

References 4 publications

Effective strategies in internationalization of higher education in the United States

Effective strategies in internationalization of higher education in the United States

What Does Internationalisation or Interculturalisation Look Like in the Future in the Higher Education Sector?

Stakeholders of multinational companies: the case of Korean multinational companies in Brazil

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