Universities 2030: Learning from the Past to Anticipate the Future

Editors’ note: we’re pleased to post a ‘long read,’ but a good and worthwhile read, consisting of a series of informed reflections about the future of the university from an historical perspective. Universities 2030: Learning from the Past to Anticipate the Future, was coordinated and co-edited by our colleague Adam Nelson (Professor, Educational Policy Studies and History, University of Wisconsin-Madison). I asked Adam to explain more about how this material came together, so let’s pass it over to him! Kris Olds & Susan L. Robertson

Adam Nelson: In the spring of 2013, the Worldwide Universities Network (WUN) commissioned a report to help university leaders think about the future of higher education. In response, I convened a group of leading historians from around the world to consider how universities in the past had responded to major periods of change. Specifically, I asked each to write a brief essay identifying a “key moment” in the internationalization of higher education: a moment when universities responded to new historical circumstances by reorienting their relationship with the broader world. What follows is the commissioned report, produced with significant assistance from Nick Strohl, a PhD candidate in History and Educational Policy Studies at the University of Wisconsin-Madison. If you would prefer to download a PDF version of the report, please link here. We wish to thank WUN for supporting historical research in the field of higher education.

Please link here for an Inside Higher Ed version should you wish to print or more easily share this entry.



Universities 2030: Learning from the Past to Anticipate the Future

Edited by

Adam R. Nelson & Nicholas M. Strohl (University of Wisconsin-Madison)

A commissioned report prepared for the Global Higher Education and Research (GHEAR) project, Worldwide Universities Network



Tamson Pietsch, Brunel University (UNITED KINGDOM)

Glen A. Jones, University of Toronto (CANADA)

Geoffrey Sherington, University of Sydney (AUSTRALIA)

Renato H. L. Pedrosa, University of Campinas (BRAZIL)

Christopher P. Loss, Vanderbilt University (UNITED STATES)

 Shen Wenqin, Peking University (CHINA)

Gilsun Song, Zhejiang University (CHINA)

Yang Rui, University of Hong Kong (CHINA)

Justin J. W. Powell, University of Luxembourg (LUXEMBOURG)



What will the landscape of international higher education look like a generation from now? What challenges and opportunities lie ahead for universities, especially “global” research universities? And what can university leaders do to prepare for the major social, economic, and political changes—both foreseen and unforeseen—that may be on the horizon? The nine essays in this collection proceed on the premise that one way to envision “the global university” of the future is to explore how earlier generations of university leaders prepared for “global” change—or at least responded to change—in the past. As the essays in this collection attest, many of the patterns associated with contemporary “globalization” or “internationalization” are not new; similar processes have been underway for a long time (some would say for centuries).[1] A comparative-historical look at universities’ responses to global change can help today’s higher-education leaders prepare for the future.

Written by leading historians of higher education from around the world, these nine essays identify “key moments” in the internationalization of higher education: moments when universities and university leaders responded to new historical circumstances by reorienting their relationship with the broader world. Covering more than a century of change—from the late nineteenth century to the early twenty-first—they explore different approaches to internationalization across Europe, Asia, Australia, North America, and South America. Notably, while the choice of historical eras was left entirely open, the essays converged around four periods: the 1880s and the international extension of the “modern research university” model; the 1930s and universities’ attempts to cope with international financial and political crises; the 1960s and universities’ role in an emerging postcolonial international development apparatus; and the 2000s and the rise of neoliberal efforts to reform universities in the name of international economic “competitiveness.”

Each of these four periods saw universities adopt new approaches to internationalization in response to major historical-structural changes, and each has clear parallels to today. Among the most important historical-structural challenges that universities confronted were: (1) fluctuating enrollments and funding resources associated with global economic booms and busts; (2) new modes of transportation and communication that facilitated mobility (among students, scholars, and knowledge itself); (3) increasing demands for applied science, technical expertise, and commercial innovation; and (4) ideological reconfigurations accompanying regime changes (e.g., from one internal regime to another, from colonialism to postcolonialism, from the cold war to globalized capitalism, etc.). Like universities today, universities in the past responded to major historical-structural changes by internationalizing: by joining forces across space to meet new expectations and solve problems on an ever-widening scale.

Approaches to internationalization have typically built on prior cultural or institutional ties. In general, only when the benefits of existing ties had been exhausted did universities reach out to foreign (or less familiar) partners. As one might expect, this process of “reaching out” has stretched universities’ traditional cultural, political, and/or intellectual bonds and has invariably presented challenges, particularly when national priorities have differed—for example, with respect to curricular programs, governance structures, norms of academic freedom, etc. Strategies of university internationalization that either ignore or downplay cultural, political, or intellectual differences often fail, especially when the pursuit of new international connections is perceived to weaken national ties. If the essays in this collection agree on anything, they agree that approaches to internationalization that seem to “de-nationalize” the university usually do not succeed (at least not for long).

A Brief Overview of the Essays

The first essay in this collection takes us back to a moment in the late nineteenth century when British “settler” universities in Canada, Australia, New Zealand, and South Africa entered a period of transition. As Tamson Pietsch explains, settler universities were built to serve local needs, but by the 1870s and 1880s, it was clear that their success would hinge both on their responsiveness to local conditions and to the changing shape of “universal” science and learning. Reliant on local constituencies for students (and provincial governments for revenue), they expanded their curricula to meet new demands and opened their doors to new populations—especially women and the middle classes. At the same time, as a revolution in science, technology, and commerce began to reshape the form and content of “the higher learning,” settler universities invested in programs that would connect their staff and students to international networks.

Fast-growing economies brought new expectations to universities as local and provincial governments pledged more resources in exchange for more “applied” work. Yet, even as settler universities such as McGill, Toronto, Sydney, Melbourne, and Cape Town began to expand, their “internationalization” remained a British internationalization. Ties with the empire took priority. In the 1880s, the University of Toronto had closer ties with Cambridge, England (3,500 miles away), than Cambridge, Massachusetts (500 miles away). Cultural and intellectual bonds, often maintained through close personal relationships, guided the process of “reaching out.” Thus, even while settler universities expanded their student numbers, scholarly networks, and scientific productivity, their international orientation remained (as it were) “close to home.”

Imperial bonds among British settler institutions grounded collaborations well into the next century. Glen Jones highlights a “key moment” in 1911 when Canada’s universities joined representatives from the University of London for a meeting in Montreal to build support for the first “Congress of the Universities of the Empire,” to be held in London the following year. Just as settler universities had drawn on colonial ties, Jones describes the Congress meetings as “large family reunions where distant relatives could exchange information on current events and work out possible solutions to common problems.” Much like the American Association of Universities (which was founded in 1900 and added McGill and Toronto in 1926), the new Congress laid the groundwork for subsequent collaborations and helped member institutions negotiate a shift from “empire” to “commonwealth.” Following close on the heels of the landmark Imperial Conferences of 1907 and 1911, it compensated for greater national independence by reinforcing historic ties.

University consortia seemed the way of the future. Persisting through economic depression and war (as well as the dissolution of the empire), the later-renamed Association of Commonwealth Universities successfully navigated a transition from imperialist to internationalist justifications for university cooperation. Members coordinated admissions standards, discussed research priorities, and shared resources where possible. Through its publications, the association helped to codify the study of higher education at a time when this field was just starting to coalesce. By the 1950s and 1960s, as regional university consortia began to arise in Asia (e.g., the Association of Southeast Asian Institutions of Higher Learning, founded in 1956) and the United States (e.g., the Midwest Universities’ Consortium on International Affairs, founded in 1964), the Association of Commonwealth Universities built on a sense of cultural solidarity to bolster collective strengths. At the heart of its success was its members’ recognition that, in the increasingly complex, competitive, and interconnected world of the future, universities would have to collaborate across continents.

This is not to say that members of the Association of Commonwealth Universities allowed international collaborations to overshadow national priorities, nor that international partnerships were limited to Commonwealth members. On the contrary, as Geoffrey Sherington’s portrait of the University of Sydney in 1930 reveals, national aims still took precedence even as international partnerships extended far and wide. Sydney, a settler university established in 1850, was meant to serve provincial and national needs through a comprehensive program of teaching and research. By the 1920s, however, the cost of the university’s steady growth had outpaced its revenue from state grants, philanthropic endowments, and student fees. By 1930, Sherington notes, the university was “almost bankrupt.” Its response to financial difficulty was significant: during the economic crisis of the 1930s, as out-of-work students sought admission in record numbers, the university expanded (whereas universities elsewhere in the world contracted). More students brought more tuition, and the university adapted to meet new demands for applied fields of study.

Expansion affected not only Sydney’s undergraduate curriculum but also its postgraduate research programs. Both the provincial and the national government—together with international donors—helped the university create new chairs to advance economic (and geostrategic) interests. Post-World War I geopolitics had given Australia more regional influence, and U.S. philanthropic organizations(including the Carnegie Corporation and Rockefeller Foundation) partnered with the Australian state to support research to advance economic development—as well as cultural understanding and political stability in the broader Southwestern Pacific zone. The fact that funds came from America indicated not only shifting contours of power in the 1930s but also Sydney’s willingness to be creative about financial support. Sydney’s internationally trained vice chancellor, Robert Strachan Wallace, framed the university’s foreign partnerships as a way simultaneously to serve provincial, national, regional, and international aims.

Just as Sherington follows reforms at Sydney from the 1930s to the present, Renato H.L. Pedrosa follows the history of the University of São Paulo in Brazil during the same period. The differences between these institutions’ approaches to internationalization amidst financial crisis shed light on the role of national context in shaping university development. In the case of Brazil, global economic shifts had begun to alter domestic politics as early as the 1920s, when international competition drove down the price of Brazilian coffee. The state of São Paulo, a center of coffee production, found itself gradually losing political and commercial influence. After the disputed presidential election of 1930, when São Paulo’s winning candidate was ousted by the authoritarian Getúlio Vargas, a small cadre of intellectuals persuaded São Paulo’s governor to found a modern university in the state capital. According to Pedrosa, the establishment of the University of São Paulo marked a “key moment” in the history of Brazilian higher education not only because it was the country’s first comprehensive research university but also because it represented a sharp contrast to Vargas-style nationalist modernization.

Whereas the heavy-handed Vargas imposed (quasi-fascist) nationalism and centralized governance on Brazil’s emerging system of federal universities—as well as other state-controlled institutions and industries—the University of São Paulo offered a competing model of liberal internationalism and decentralized governance. With help from a wide variety of foreign (mostly European and American) scholars, the University of São Paulo held that a new scientific cosmopolitan approach to higher education would modernize the Brazilian state and prepare the nation for its future. Unlike the universities controlled by Vargas (and his successors), the University of São Paulo looked outward rather than inward; it rejected Vargas’s “hyper-nationalization” and, instead, framed “internationalization” as the key to local, provincial, and ultimately national strength. The strategy worked. The University of São Paulo out-lasted Vargas to become the leading research university not only in Brazil but in all of Latin America.

Already by the 1950s and 1960s, the University of São Paulo had become a model for other universities across Brazil, some of which received financial support from the U.S. government and from U.S. philanthropic foundations (notably the Ford Foundation), which invested millions of dollars in higher education in Brazil, Chile, Colombia, Argentina, and other countries as part of a broader agenda of international development tied to cold-war geopolitics.[2] By the 1960s, a new approach to internationalization had taken root in many Latin American universities: one guided by the pursuit of external financial support. While the idea of external support was hardly new, foreign aid took on more interventionist forms in the context of the cold war. The principal difference between U.S. support for Australian higher education in the 1930s and U.S. support for Latin American higher education in the 1960s was that Australian universities retained more control over institutional agenda-setting while Latin American universities increasingly allowed foreign partners to dictate the process of “reform.”

The result, as Christopher Loss shows in his essay “Cambridge Meets Ciudad Guayana,” sometimes led to a perceived “de-nationalization” of scholarship allegedly intended to advance national development. Ciudad Guayana provides a case in point. With technical assistance from the Harvard-MIT Joint Center for Urban Studies (funded by the Ford Foundation), the government of Venezuela set out to build, de novo, a planned industrial city in Venezuela’s oil-rich Guayana region. Just as the province of São Paulo had looked to foreign academics to catalyze regional development, so did Venezuela. But the result was not what the government had bargained for: plans for the “slumless city” were soon frustrated by the rise of squatter settlements, construction glitches, and other unforeseen problems. Even as “Ciudad Guayana” became a textbook case for students at Harvard and MIT, it offered a cautionary tale about the dangers of positivist social science that sought to generalize theory without adequately understanding local context. In this case, “de-nationalized” scholarship did little to serve the cause of Venezuela’s development for the future.

Concerns about the “de-nationalization” of scholarship guide the next three essays in this collection, all on the history of higher education in China. In “Foreign Influences, Nationalism, and the Founding of Modern Chinese Universities, 1917-1927,” Shen Wenqin explores an early attempt to import the philosophy and practices of Western (especially German) research universities during the first years of the Republic of China. Leaders such as Cai Yuanpei, who had studied in Germany, worked hard during the 1910s and 1920s to reform Chinese higher education along Western lines. He encouraged a greater focus on scientific research and specialized knowledge as well as faculty-centered models of academic governance. Within ten years—from 1917 to 1927—China either founded or reformed several universities, including Cai’s own Peking University, that borrowed from Western examples.

Here as elsewhere, however, the broader context was crucial. After the Western powers had suppressed the Boxer Rebellion at the turn of the twentieth century, many in China felt their country had been humiliated. Cai, along with Chen Duxiu and other members of the New Culture Movement, sought alternatives to Confucian training and looked for inspiration to Western ideas of science and democracy. Particularly after World War I (when, to China’s dismay, Shandong territories were transferred from German to Japanese control), the New Culture Movement called for a reassertion of Chinese rights and national sovereignty. Informed by foreign visitors such as John Dewey and Bertrand Russell, the movement combined internationalism with nationalism to forge a new Chinese identity. Some of its members, seeing themselves as modern cosmopolitans, had, by the early 1920s, embraced revolutionary conceptions of communist internationalism as the key to China’s future.

Within a few years, however, the New Culture Movement began to fray. Although there was general agreement on the need for modern science (and modern universities that were open to competing political views), some maintained that U.S.-oriented liberal internationalism could help to create a new China while others, inspired by the Soviet model, warned against too-eager integration with the West. This split came to a head in the anti-western Nationalist revolution of 1925-1928. Before the revolution, copying western university models had been cast as a way to use foreign expertise to build a future leadership cadre; internationalization, in short, was seen as a productive force for future national development. After the revolution, this dynamic changed. Supported by Soviet aid, revolutionaries attacked western embassies and commercial interests and eventually consolidated power under Chiang Kai-Shek. By the 1930s, Cai’s earlier view of German and American universities as models for China was subject to increasing debate.

Cai died in 1940, but the debate between nationalism and internationalism continued in Chinese universities. The revolution of 1949, led by Mao Zedong (once a New Culture adherent), did not end these debates. With the rise of the Communist regime, Chinese university officials pursued new strategies of internationalization to prepare for the future. In “Government-Backed Study Abroad and the Internationalization of Chinese Higher Education, 1945-1985,” Gilsun Song notes that, after the revolution, Chinese leaders actively fostered international collaborations with Communist allies (particularly with the Soviet Union). Study-abroad programs became a prefer-red means of borrowing foreign ideas and practices. In keeping with the (global) postwar focus on economic reconstruction, university partnerships were geared toward building research capacity among Chinese scholars in science and technology.

On the one hand, the internationalization of Chinese universities in this period resembled that of western universities, in that scholarly exchanges connected politically allied countries to build technical expertise and system capacity. On the other hand, Chinese ideology during this era shunned the liberal-cosmopolitanism of western universities as “bourgeois” and, thus, anti-revolutionary. This framing was carried to extremes during the Cultural Revolution (1966-1976), when all foreign exchange ceased and those who had studied abroad were persecuted. Here was a moment in which internationalization per se was fundamentally—indeed violently—rejected. A key element marking the end of the Cultural Revolution was the return of “internationalization” with a series of state policies to send Chinese students abroad, policies that culminated in the great “opening” of 1978. University (chiefly postgraduate) exchanges with the United States, Japan, Germany, Italy, England, Canada, and other countries marked a new era of internationalization, with a renewed emphasis on economic development.

While many Chinese academics went abroad in the 1970s and 1980s to study the natural sciences, Song notes that a far greater number went to study foreign languages and cultures. What distinguished these academics from their New Culture predecessors a half-century earlier was the political context to which they returned: a shift from culture to capital as the basic orientation of Chinese internationalization frames Yang Rui’s essay, “Long Road Ahead: Modernizing Chinese Universities.” Stressing the longue durée, Yang offers a cautionary tale about the challenges of adopting foreign university models without a clear understanding of how they might (or might not) coexist with established customs. Yang notes, for instance, that China’s ancient tradition of higher education in service to the state has coexisted awkwardly with the Western university’s emphasis on institutional autonomy and academic freedom.

Are these different traditions compatible? What sorts of “integration” might be possible? What approaches to internationalization might help China avoid the dangers of “de-nationalized” scholarship? Yang questions China’s recent efforts to adopt Western educational practices with an eye toward improving international league standings. He asks whether these “rankings” are even relevant to national or local needs—and he is not alone. Geoffrey Sherington notes that, in the context of neoliberal reform, the University of Sydney’s “public mission” has been gradually “supplanted by the perception of Australia’s universities as part of a global market dependent for survival on [international] competition for students and research grants.” Renato H. L. Pedrosa likewise notes that the University of São Paulo is piloting online education (e.g., Massive Open Online Courses, or MOOCs) to enable students to earn degrees from anywhere in the world. Chris Loss warns that university leaders who are seeking “to build institutions that span the globe” risk forgetting the needs of the localities in which they operate.

What, then, does the future hold? Some insist that, in the neoliberal university, strategies of internationalization will render the institution place-less. They say that new forms of digital learning will make physical campuses obsolete; that mobility will allow students (at least elite students) to move fluidly across institutions (even as open access makes it possible for non-elite students to seek higher education en masse). They say that user interests will shape the curriculum, making it ever-more-individualized and responsive to personal demands; that virtual media will enable students to download lectures wherever they may be, even if they have no intention of completing a course. They say that one-off credentials (or certificates in specialized niche fields) will replace the broad education associated with formal degrees; that private investments will supplement—or supersede—public funding as higher education and corporate industry become “synergized”; and that all these changes will make “the global university” of the future more cost-effective and serviceable in a competitive knowledge economy.

While this neoliberal vision of the university may come to pass, the concluding essay in this collection offers a rather different view. In “Higher Education Between National Ambitions, Supranational Coordination, and Global Competition: The University of Luxembourg in the Bologna Era,” Justin Powell sees a future in which governments still invest significant resources in brick-and-mortar universities; students continue to seek traditional degrees through studies both on- and off-campus; admission becomes more selective, not less, as institutions chase “prestige” among increasingly global talent pools; and the university continues to be a symbol of national culture and a key driver of national development. According to Powell, the University of Luxembourg reflects the long tradition of “national” universities in Europe and, simultaneously, serves as a bold symbol of Europe’s attempt to “internationalize” universities by encouraging common standards and coordinated degrees.

The founding of the University of Luxembourg in 2003 represents a “key moment” in the history of higher education for two reasons, Powell argues. On the one hand, it demonstrated the continued importance of comprehensive national research universities to modern conceptions of economic competitiveness, the development of human capital, and training for a political and economic elite. On the other hand, the university (and the nation of Luxembourg itself) embodies the cross-border mobility of intellectual capital in today’s Europe. As the world’s second-richest country by per-capita GDP, Luxembourg has committed an exceptional level of financial support to its university. Not unlike its Enlightenment predecessors, it aims to become an “international” university serving “national” interests. It seeks to use higher education to diversify the country’s economy beyond steelmaking and banking, and, like other cases discussed in this collection, it hopes to expand its research capacity by “importing” scholars from around the world.

What will the landscape of international higher education look like a generation from now? What challenges and opportunities lie ahead for universities, especially “global” research universities? And what can university leaders do to prepare for the major social, economic, and political changes—both foreseen and unforeseen—that may be on the horizon? On balance, these essays suggest that the answer to this final question may be: very little. In many cases, higher-education leaders found themselves, despite their best efforts, reacting to broad social, economic, political, and geopolitical changes beyond their control. In the best cases, successful leaders and their institutions found innovative ways to respond to unanticipated historical-structural change by building on traditional and well-established strengths and networks. Those experiments which veered too far in the direction of “de-nationalization” or extreme nationalism—such as in the case of Ciudad Guyana or in the era of China’s Cultural Revolution—often failed.

Yet, if the specific institutional cases in this collection—the University of Sydney, the University of São Paulo, and the University of Luxembourg—offer any clues, the lessons of the past can help institutional leaders prepare for the future. These cases demonstrate that a university attuned to national interests can succeed in a world increasingly characterized by cross-border mobility, and that even a “global” research university can (perhaps must) also serve the state. As higher-education leaders confront the twenty-first century, they may be well served to note that global cooperation and competition must square with national contexts as well as local interests. In some ways, universities in 2030 will operate differently—one thinks of the likely continued growth of online learning—but in other ways, the university will remain an institution defined by place, and by the local constituencies it claims to support. In this way, it will continue to respond to global pressures and serve national interests, as it has done for centuries.




“The 1880s: Global Connections and the British Settler Universities”

Tamson Pietsch, Brunel University (UNITED KINGDOM)

To a visitor from Britain, the original buildings of many of the universities established in the middle of the nineteenth century in Canada, Australia, New Zealand and South Africa appear reassuringly familiar. With ivied cloisters and neo-gothic edifices, they seem to stand as tangible signs of the exportation of old world traditions to the new.

But it would be a mistake to see these early settler universities as little more than transported institutions. They were not set up by British officials, as in India and later Africa, but rather by self-confident local elites who saw them as both symbols and disseminators of European civilisation in the colonies. Providing a classical and liberal (and often religious) education, these institutions were designed to cultivate both the morals and the minds of the young men who would lead colonial societies. Presuming the universality and superiority of ‘Western’ culture, they established themselves as the local representatives of ‘universal’ knowledge, proudly proclaiming this position in the neo-gothic buildings they erected and the Latin mottos they adopted. Fashioned by colonial politics and frequently funded by the state, in their early years, these ‘settler’ universities were very much local affairs.

However, in the 1870s the established relationship between culture and power had begun to change. On one hand, imperial expansion and revolutions in transport and communication and science were expanding the content and social function of ‘universal’ culture. On the other, in the context of an expansive franchise, local settler communities were beginning to demand that the universities they were financially supporting should be more than cultural incubators of a narrow elite. Still struggling for student numbers, settler universities could not afford to ignore these demands. To survive, they needed to find new ways to re-assert their position as cultural institutions that straddled the local and the global. They did so in two ways.

First, settler universities reconfigured their relationship with their local communities. They expanded their educational constituencies by widening their curricula and by expanding their franchise to include women and the middle classes – often doing so well in advance of universities in the United Kingdom (UK). From the 1880s students at Melbourne, Sydney, Adelaide, and New Zealand could take degrees in pure and applied science, and by the 1890s schools of law and medicine were flourishing in institutions across Australia, Canada, South Africa and New Zealand. At the turn of the century this provision widened further to include engineering, veterinary science, dentistry, agriculture, architecture, education and commerce. Women began to be admitted in the same period, and universities’ active involvement in the extension of public primary and secondary schooling also opened the way to entry for many more members of the middle classes. In these ways, settler universities shored up their local legitimacy.

Second, settler universities renegotiated their relationship to ‘universal’ scholarship. Unlike the largely static classical curriculum, scientific research was a dynamic and rapidly expanding field of study. If they were to sustain their claim to be credentialisers of knowledge, settler universities also had to find new ways to demonstrate their connection and contribution to this new branch of ‘global’ knowledge.

They did so by ‘internationalising’ some of the structures of knowledge in the colonies. First, they improved access to intellectual resources, through expanding library provision and increasing their investment in foreign publications. Second, they sought to improve the mobility of their staff and students by establishing travelling scholarship schemes and leave of absence (sabbatical) programmes that carried them abroad. Third, they developed new practices for the recruitment of staff which relied heavily on the private recommendations of trusted individuals in Britain: Australian universities set up appointment committees in London, and Canadian university presidents wrote to friends across the UK seeking recommendations. Such appointment practices helped to foster close connections between academics in Britain and the colonies, tying settler universities into the informal networks at the heart of the British university system.

Together, these innovations worked to connect previously locally-oriented colonial institutions into a wider world of academic scholarship. They reconfigured the relationship between academic knowledge and location, creating measures of proximity and distance that depended on personal connections as well as territorial location.

However, the academic ‘world’ created by the long-distance connections these changes brought about was nonetheless still a limited one. Despite their intellectual engagement with ‘foreign’ ideas – despite their purchase of European journals and notwithstanding professorial trips to Berlin and Leipzig and sometimes the United States – it was primarily to Britain that scholars and students from settler universities gravitated. The reach of their personal ties and the routes of their repeated migrations thus mapped not a ‘universal’ but rather a ‘British’ academic world that expanded to include Canada and Australia, New Zealand and South Africa, but for the most part did not extend in the same way to Europe, America, India, and East Asia. Indeed, from the 1880s on, universities in both Britain and the empire began to enshrine this world in statutes that gave preferential standing to each other’s degrees, and to express it in imperial associations and congresses that at once proclaimed and reinforced its existence.

Settler universities responded to the challenges presented by the intensified global connections of the late nineteenth century by reasserting their position as local institutions that credentialised ‘universal’ knowledge. In many ways they were successful – the position of institutions such as McGill, Toronto, Sydney, Melbourne, and the University of Cape Town is in no small part due to the innovations of the 1880s. But by creating structures that enabled and encouraged personal connections with British scholars, settler universities also helped establish the uneven lines of global connection and irregular geographies of access that continue to condition these institutions today.


“Congress of the Universities of the Empire”

Glen A. Jones, University of Toronto (CANADA)

In June of 1911, representatives of sixteen universities met in Montreal. No one attending the event could have predicted the important role the meeting would play in furthering both national and international collaboration between universities. All but one of the universities represented at the meeting were Canadian, and this would be the very first national meeting of Canadian university leaders. Participants concluded that the exchange of information and views among senior university officials had been important and productive. A second formal meeting of Canadian university presidents took place in 1915. When the group met again in 1917 they formally created the National Conference of Canadian Universities, an organization that would play a leadership role in facilitating the sharing of information between universities and building a national higher education community. That organization would become the Association of Universities and Colleges of Canada in 1965 (Pilkington, 1974).

The only non-Canadian university represented at the Montreal meeting was the University of London. R.D. Roberts, London’s university extension registrar, had assumed the role of secretary for the proposed first Congress of the Universities of the Empire, scheduled to convene in 1912. The objective of his trip to Montreal in 1911 was to encourage participation in this first international meeting and discuss the agenda (Charbonneau, 2011).

The 1912 Congress hosted by the University of London would be the first of nine periodic conferences designed to bring together university leaders from across the Empire. At this first meeting, participants concluded that they should create an office designed to facilitate the exchange of information, and the Universities Bureau of the British Empire was opened in London in 1913. With plans postponed because of the war, the second Congress took place in Oxford in 1921. The Congress met every five years until World War II. At its 1948 meeting, the organization changed its name to the Association of Universities of the British Commonwealth. The first meeting outside Great Britain took place in Montreal in 1958. In 1963, the organization received a royal charter as the Association of Commonwealth Universities (ACU) (Ashby, 1963).

The creation of regular meetings between universities within the British Empire in the early twentieth century was an important step in international collaboration within higher education.[3] Universities had emerged within most of the British colonies, heavily influenced by English and Scottish institutional models, but there were few formal connections between these institutions. Given a common language and institutional ancestry, the Congress meetings played the role of large family reunions where distant relatives could exchange information on current events and work out possible solutions to common problems. While membership was largely a function of colonialism, the organization maintained a clear separation from government and was largely disengaged from politics. The organization evolved with the commonwealth, transitioning from its colonial roots in the British Empire to the more egalitarian international relationships associated with the Commonwealth of Nations emerging from the Singapore Declaration of 1971.[4]

The agendas of Congress meetings focused on the key higher education issues of the day and provided a forum for international discussions of admissions standards and curriculum. The meetings brought together participants from universities in quite different economic contexts with quite different resources and capacities. Higher-education leaders from Africa and India were at the table with peers from the more developed colonies of Australia and Canada, though few would deny the special respect awarded to the Oxbridge patriarchs. As Sir Eric Ashby noted in his history of the Association:

Transplanted universities do not indefinitely remain replicas of the stock from which they come. . . . Like vegetation adapted to alps and deserts, universities adapt themselves to unfamiliar environments. Yet they remain unmistakably universities notwithstanding local differences in emphasis; they pursue similar curricula; they aspire to remain on a ‘gold standard’ of scholarship; none of them could stand alone, and their strength lies in the fact that they share a common tradition and they draw freely on one another’s resources. (Ashby, 1963, p. 94).

The organization would also leave behind an important legacy of reports documenting the key higher issues and debates during a time period when there was little formal scholarship or analysis of higher education. Congress proceedings became important reference documents; in fact, the Proceedings of the Fourth Congress even received a short review in Nature (1932). The annual yearbooks of the ACU included detailed descriptions and analyses of almost every higher education system in the Commonwealth written by national experts – frequently the only scholarly reference work available for many of these systems

The creation of an international network represented a logical and innovative response to the increasing international challenges associated with higher education in the early twentieth century. Universities wanted to pave the way for their students to move easily into graduate programs at peer institutions. They wanted to ensure that students completing the new graduate degree programs would be serious candidates for academic appointments at other universities. They were concerned with the increasing international influence of German and American research universities. Building an international community of universities was a strategy for furthering the status and advancing the work of its members. It became an important mechanism for forging connections between institutions that shared many similar concerns and questions.

With over 500 members in 37 countries, the Association of Commonwealth Universities continues to play an important role as an international network of universities in the 21st century. It continues to facilitate an international conversation between institutions, support professional networks and professional development for senior staff, and promote mobility.



Ashby, E. (1963). Community of universities: An informal portrait of the Association of    Universities of the British Commonwealth, 1913-1963. Cambridge: Cambridge University Press.

Charbonneau, L. (2011). A meeting of minds in Montreal. University Affairs. Retrieved on June 10, 2013 from: http://www.universityaffairs.ca/a-meeting-of-minds-in-montreal.aspx.

Fourth Congress (1932). Review of “Fourth Congress of the Universities of the Empire, 1931.Report of the Proceedings.” Nature, 129, 816.

Pilkington, G. (1974). A History of the National Conference of Canadian Universities, 1911-1961. Unpublished Ph.D thesis, University of Toronto.


“The University of Sydney in Financial Transition: 1930 and Beyond”

Geoffrey Sherington, University of Sydney (AUSTRALIA)

In 1930, the University of Sydney was confident in its educational past but uncertain of its financial future. Various factors constrained and limited its response to change even though the onset of the Depression would eventually increase enrolments. But in the area of research, there was clearer recognition of opportunities arising from both national and transnational contexts. Financial crisis and new research opportunities in depression and then war provided for a new transition.

Founded in 1850, Sydney was Australia’s first university, grounded initially on the ideal of a liberal education and influenced by examples of reformed Oxford and Cambridge. It was also conceived as the initial Australian public university, offering secular instruction, supported through state endowment and private philanthropy, and open to those of academic merit – a group which soon included both males and females. During the 1880s, with the assistance of a large private bequest, the University was able to expand its teaching to include more subjects in humanities and sciences as well as the professional faculties of medicine and law.

As the University grew, its governance structure evolved. The University had been established through state legislation and state endowment, but its governance structure provided for autonomy and independence. The governing body, the University Senate, had been originally composed of sixteen appointees, both civic figures and representative of religious denominations (some of which maintained colleges attached to the University). The Senate oversaw financial matters, including fees, salaries and appointments, while a Professorial Board held responsibility for the curriculum, examinations, and student discipline. The Professors also exercised a civic role through setting the public exams for local schools. By 1912, membership in the Senate had been widened under new legislation to include graduates elected through a convocation of graduates. As part of the changes to university governance, New South Wales increased its annual endowment and provided for state bursaries and scholarships.

By the First World War, the University of Sydney had become part of a world of universities founded on British culture and learning with expanding research networks throughout the British Empire. Simultaneously, it became more closely associated with the development of the public education system of New South Wales (the largest of the six Australian states of the new Federation from 1901). Meanwhile, the number of professional faculties continued to expand—now including not just law, medicine, and engineering but also agricultural and veterinary science and then pharmacy and architecture.

Few could have foreseen the changes that would occur after the First World War when a financial crisis emerged. By the late 1920s, half of the students at the University paid no fees, a proportion much higher than other Australian universities, except the University of Western Australia, which had provided free tuition since its foundation in 1911, but only with the support of a large philanthropic bequest. In contrast, the University of Sydney had declining fees, no prospect of a large new bequest, and declining grants from government. Burdened by wartime debt, all Australian governments looked for ways to save. By 1930, the University of Sydney was almost bankrupt. Large philanthropic bequests from the nineteenth century were exhausted. State grants were no longer sufficient. Student fee income had been eroded—ironically, by the policy of extensive state and teacher college scholarships initiated before the war. Under the terms of these state scholarships, all student holders of these awards received free tuition, thus denying the University a traditional source of income.

In this context, new leadership emerged. For decades, University governance had depended on a part-time Chancellor as chair of the Senate (usually a long-term member of the faculty) but now moved towards a full-time Vice Chancellor to manage all university affairs. In 1928, an outsider, Robert Strachan Wallace, assumed the post. Sydney had long appointed its professors from Britain and also Europe, and Wallace was in this mould, having international experience in Scotland, England, Germany, and Australia. A professor of English, his most recent appointment had been as Dean of Arts and President of the Professorial Board at the University of Melbourne. He also had extensive administrative experience in the military during the First World War.

The appointment of Wallace reveals both the strengths and weaknesses of Australian university administration in 1930. Appointed principally for his academic credentials as well as his charm, Wallace had to balance the University’s past against new interests. He declared that he hoped to bring the University into ‘closer relationship with the public’. But first he had to secure its financial future. Negotiating with a new commission created by the New South Wales Government, he made progress toward increasing annual state grants—provided the University improved its administrative efficiency.

A new agreement to increase state grants was almost reached when the onset of the Depression in 1930 destroyed all these plans. The annual grant was not increased but cut. The University Senate was forced to reduce salaries by 10 per cent. For the next two years there was continuous correspondence and bitterness between the University and the Government over the effect of these reductions in the budget.

In the end, it was not so much planning but the Depression itself which brought about change. During the 1930s, more students remained in school, seeking qualifications that might lead to employment. Within a decade, the University’s enrolment increased 34.5 percent, from 2,712 to 3,647 students. Significantly, government grants grew, and so did the proportion of student fees, from 30 per cent of income in 1930 to 37 per cent in 1940. Much of the increase had been due to expanding enrolments in the professional Faculties. As Vice Chancellor Wallace now claimed that the University provided for students ‘a thorough grounding in the elements of the profession of their choice,’ even though some might say ‘Commercialism…has invaded even the seats of learning’. In this way, student demand worked to supplant planning in the various fields of teaching.

The road to recovery was much different in research, where transnational influences became more prominent. Academics from Sydney continued to participate in the British world of learning and research throughout the 1920s, and by the 1930s, many Sydney graduates were leaders in their area of research, taking up posts in Britain or elsewhere or returning home to Australia to teach. But increasingly many of Sydney’s leading researchers were homegrown.

And then there were international and philanthropic interests in Australian research. Both the Carnegie Corporation and Rockefeller Foundation discovered Australian universities as a field for endeavour. They were particularly interested in developing Sydney as a national research institute. Both sent delegations to meet Vice Chancellor Wallace, trying to persuade him that the University should move away from the ‘standards and ideals of a generation past’, guided by professors from Oxford and Cambridge or the Scottish universities, and accept the new era of ‘specialised areas of research’ now found in North America. To support the new era, both the Carnegie Corporation and the Rockefeller Foundation provided funds to support research associated with a new chair in anthropology at Sydney.

The chair in anthropology had been established by funds from the Australian Government with the expectation this would lead to training for patrol officers in New Guinea – a territory which Australia had acquired under a League of Nations mandate after the First World War. Even prior to the creation of anthropology chair the Australian Government had funded a chair in Oriental Studies, recognising Australia’s place near to Asia, and would later establish a chair in aeronautical engineering at Sydney on the eve of the Second World War.

It was the perceived national benefits of university research that brought the Commonwealth government into closer association with all of Australia’s universities in this period. The Second World War and the post-war period consolidated the idea of universities as the basis for nation building, further strengthening support for the Commonwealth government’s expanded national grants for research and teaching in the 1950s and 1960s. The University of Sydney became a major beneficiary of these views.

Such a national agenda would prevail until almost the end of the twentieth century, only to be supplanted by the perception of Australia’s universities as part of a global market dependent for survival on competition for students and research grants. For the University of Sydney, this has meant that one-fifth of its students are now international enrolments, so reducing reliance on government for funds. At the same time, the University now seeks to measure its research not so much by national standards as global rankings. This history suggests that public universities often face a number of dilemmas in balancing autonomy and financial viability. Relationships with governments were once crucial, but equally, the growth of global-isation provides new issues that extend well beyond national boundaries.


“The Research University in Brazil: 1930 and 2030”

Renato H. L. Pedrosa, University of Campinas (BRAZIL)

Brazil was one of the last countries in the Americas to develop higher education. In 1930, despite more than four hundred years of European colonial influence, Brazil had not yet developed a full-fledged modern research university, even though the institutional model was already present in some other Latin American countries. That changed, however, following the 1929 financial collapse. The political and economic fallout from that global disaster would precipitate the founding of Brazil’s first university, the University of São Paulo (USP), in 1934. From its beginnings as a regional alternative to the authoritarian regime’s plan for national higher education, USP would flourish, becoming the country’s leading research university by the end of the twentieth century.

Even before the economic and political turmoil of the 1930s, Brazil was undergoing important economic and political change. Since the establishment of the Republic in 1889, the country’s political power had been split between Rio de Janeiro, the official capital, São Paulo, a center of coffee production and emerging industry, and Minas Gerais, a colonial-era mining center. By the early 1920s, however, falling prices and greater international competition had begun to erode the Brazilian coffee industry. It was becoming increasingly clear to many of Brazil’s leaders that the country would need to invest in alternatives to coffee production in order to promote long-term economic growth. In no region of the country was such concern greater than São Paulo, whose national political and commercial clout was built upon the coffee trade.

In this political and economic context, a controversial presidential election would spark revolution. Fueled by populist outrage over falling coffee prices—prices had dropped by more than fifty percent between 1929 and 1930—supporters of Getúlio Vargas, the governor of Rio Grande do Sul, challenged the electoral victory of São Paulo’s Julio Prestes in the 1930 contest. A nationwide revolt ensued, and in less than a month, Vargas was installed as president, a post that he would hold for the next fifteen years under an authoritarian regime. Meanwhile, similar revolutionary movements swept through South America, many involving military coups and occasional violence, in countries such as Argentina (1930), Bolivia (1930), Peru (1930 and 1931), Ecuador (1931 and 1932), and Chile (1932) (Fausto, 1997).

Vargas’ rise to power was itself a key moment for higher education in Brazil. Soon after assuming the presidency in 1931, he established a new law governing Brazilian universities, the “Statutes of Brazilian Universities Act,” a body of rules and regulations that would guide the development of Brazilian higher education for the next thirty years. The Act also included a provision for the founding of the University of Rio de Janeiro, complete with 328 articles that detailed the new institution down to specific courses it would offer. It thus appeared that the era of relatively decentralized development of higher education of the early republican period was over. Brazil, Vargas declared, would follow a centralized model similar to those found in European countries like France and Italy.

The state of São Paulo, however, would demonstrate its independence from federal control by establishing a very different university and governance structure. In 1932, São Paulo called on Vargas to make good on his promise to write a new constitution and return the country to democratic rule. The constitutional movement failed, but in its wake, Julio de Mesquita Filho, the publisher of the most important newspaper in São Paulo, developed a new strategy to restore São Paulo’s influence in national affairs. Mesquita Filho became convinced that only by becoming the country’s intellectual leader would the state regain its dominance (Schartzman, 1991). He thus persuaded São Paulo’s governor, Armando Oliveira, to establish a modern research university in the state capital.

         Mesquita Filho selected Fernando de Azevedo, who had worked earlier on a university project commissioned by Mesquita Filho, to develop a plan for what would become the University of São Paulo. In contrast to the detailed federal higher education laws under Vargas, USP’s founding document was just 54 articles long and proposed a liberal and decentralized structure for the new institution. The first item of the second article, which established the mission of USP, reflected a central tenet of modern, Western-style universities around the globe. It proclaimed that the university should “promote the advancement of science by means of research.” The most important aspect of the early institution was its faculty, which included many foreign intellectuals and scientists brought from Europe for the specific purpose of starting academic departments. It included many young scholars, like the French historian Fernand Braudel and the anthropologist Claude Lévy-Strauss, who would become leaders in their respective fields after World War II.

What is known as the paulista enterprise has flourished. Today, USP is the top university in all rankings among Latin American universities and one of the few from that continent that appears in international rankings. Brazil has also developed a large group of public universities, more or less following the model of USP, many of which were reformed in the 1960s through the import of U.S.-inspired graduate education programs. Among Latin American countries, Brazil is now a leader in research and graduate education and is ranked 13th in the world in number of internationally published papers (Brito Cruz & Pedrosa 2013).

How might the past shape the future of Brazilian higher education and, specifically, the University of São Paulo? In September 2013, USP announced that it will start to offer MOOCs (Massive Open Online Courses) without any restriction regarding registration; whether such courses will be awarded university credits, however, remains up for debate, as it is at many universities around the world. The international trend of providing courses and even full programs using online technology is certainly one that research universities like USP will have to face, as online learning may become a common feature of university curricula in the near future.       

         The on-campus student will still be there in 2030, certainly, but more and more people will develop their own program paths without being in residence or restricting themselves to a single institution. One can see graduate education expanding and becoming more diversified with more programs that go beyond the traditional academic degrees (MSc/PhD). These changes are likely to go along with a less specialized undergraduate education, a trend that will evolve from the traditional Liberal Arts/General Education curriculum, which will need to be updated and adapted to a country like Brazil, but which will certainly have a place here and in other emergent economies. International scientific collaboration will become even more common than it already is today.

While specific predictions are unlikely to be realized completely, today’s communications revolution will likely be at the core of the most interesting developments in twenty-first-century higher education. Despite a few gloomy predictions, the university will certainly remain a central part of the educational system, doing its job by helping people develop their full potential and by being the source of innovative knowledge, as it has been for at least two centuries.


Brito Cruz, C.H., R.H.L. Pedrosa, Internationalization and the Research University in Brazil: Past and Present Trends. Preprint, 2013.

Fausto, Boris. A Revolução de 1930: Historiografia e História. São Paulo: Companhia das Letras, São Paulo, 1997.

Schwartzman, S. (1991), A Space for Science: The Development of the Scientific Community in Brazil. University Park: Pennsylvania State University Press. 1991.


“Cambridge Meets Ciudad Guayana”

Christopher P. Loss, Vanderbilt University (UNITED STATES)

In the past decade, U.S. universities have pursued global partnerships to extend their institutional reach beyond native borders. Although “going global” is hardly a new phenomenon, the aggressiveness with which institutions such as New York University and Yale University have sought out global partnerships suggests a significant departure from the mere exchange of scholars and students. The construction of brick-and-mortar colleges in the Middle East and in Asia has raised important questions as to how academic globalization might alter the future of organized learning both at home and abroad.

As bold as these current endeavors are, there have been other, even more grandiose attempts to export American academic expertise. In 1960, the Joint Center for Urban Studies at the Massachusetts Institute of Technology (MIT) and Harvard University partnered with the Venezuelan government to help build a city located at the confluence of the Caroni and Orinoco Rivers, in the sparsely inhabited but resource-rich Guayana Region of southern Venezuela. That city was Ciudad Guayana.[5]

The chain of events that led to the Joint Center’s participation in the design of Ciudad Guayana began with a collaboration of two different urban studies centers, one at MIT and the other at Harvard, in 1959. The Ford Foundation funded the partnership between the two schools, encouraging two “urbanists” and friends—Lloyd Rodwin of MIT and Martin Meyerson of Harvard—to combine forces. The Joint Center (1959-1985) was the product of that union.[6]

Meyerson and Rodwin’s goal was to make the Joint Center a leading producer of “basic research” as well as a “bridge between fundamental research and policy application at national and international as well as local levels.”[7] They wanted urban studies to supplant the moribund field of city planning. Well into the 1950s city planning remained a hodgepodge profession of dubious distinction—one still stigmatized by the longstanding and not incorrect assumption that, as historian Peter Hall has described it, “the job of the planners was to make plans, to develop codes to enforce these plans, and then to enforce those codes; relevant planning knowledge was what was needed for that job; planning education existed to convey that knowledge together with the necessary design skills.”[8]

The Joint Center aimed to strengthen planning’s intellectual and professional credibility by injecting it with new ideas from the social and behavioral sciences. Rodwin and Meyerson sought to place the study of the city within a total social and political context. They wanted to challenge planners to “reckon with the lives and living habits of human beings,”[9] vanquishing, once and for all, the mythology of omnipotent planners and charismatic architects that tended to treat people as mere abstractions—as incidental to the planning process itself.[10] The Joint Center set out to correct this deficiency. “The purpose of the new Joint Center for Urban Studies,” declared the memorandum of agreement between MIT and the Harvard, “will be to focus research on the physical environment of cities and regions, the social, economic, governmental, legal technical and aesthetic forces that shape them, and the interrelations between urbanization and society.”[11] Ciudad Guayana offered the Joint Center the chance to explore all of these issues and more.

Founded on July 2, 1961 by decree of President Romulo Betancourt, the “Father of Venezuelan Democracy,” Ciudad Guayana was a planned industrial city built to exploit the natural resources of the region. Venezuela’s booming but unbalanced economy was dominated by the oil industry, and Betancourt thought the development of Guayana would bring greater economic diversification and even more growth, prepping Venezuela, to use Walt Rostow’s widely circulated stage theory, for industrial “take off.”[12] Encompassing nearly a third of the entire country but less than four percent of its growing population of 8 million, Guayana was cast as a latter-day El Dorado and as the key to Venezuelan modernization. Two Joint Center consultants, sent to survey the region, gushed: “No other region of Venezuela – and very few in the entire world – can match the Guayana’s combination of key resources: energy, minerals, forests, water, and a natural access to the Atlantic Ocean…. This concentration of resources is capable, if well oriented, of originating intensive and accelerated social and economic development.”[13] With a projected future population of a quarter million—second only to Caracas—and an estimated price tag of $3.8 billion, Ciudad Guayana was to be the engine of this massive business enterprise.[14]

The Corporacion Venezolana de Guayana (CVG), a government authority, was tapped to manage the project. The president of the CVG was an enigmatic MIT graduate named General Rafael Alfonso Ravard. It was a chance meeting between Ravard and Rodwin, while Rodwin was in Caracas on a consulting assignment in 1959, that led to the Joint Center’s involvement in the preparation of “a comprehensive development plan” for Ciudad Guayana two years later.[15] With a joint team of Venezuelan and American planners, and with offices in Cambridge, Caracas, and Ciudad Guayana, it was precisely the sort of project that Rodwin and Meyerson thought would result in other big ticket, large-scale city building projects elsewhere around the world (projects that could fund the Joint Center into the future).

That never happened. Imagined as “a vast ‘new’ city … on the empty, grassy plains of southern Venezuela,” it turned out that the plains were not quite as barren as the American planners had been led to believe.[16] By the time the Joint Center’s advance team touched down in the summer of 1961, the CVG had already broken ground on a number of projects. After halting further building, the Americans, led by German émigré designer Willo von Moltke, planned a “linear city” complete with a modern highway network and a bridge across the Caroni River connecting the existing settlements of Puerto Ordaz on the west side to the much poorer port town of San Felix on the east, placing the Alta Vista “city center” directly in the middle. This design was intended to create a unified and fluid metropolitan space, but, in fact, had the opposite effect, reifying inherited housing patterns and socioeconomic divisions. To this day, the “east side” of Ciudad Guayana remains the poor side of town.[17]

The other problem, intimated by the first, was the thousands of landless migrants streaming in every month in search of work and shelter in a city that did not yet exist. Though the planners had hoped that Ciudad Guayana would be a “slumless city,” the uncontrollable spread of squatter settlements quickly disabused them of such fantasies.[18] Planning cities in relatively thinly settled, “non-contiguous frontiers” like the Guayana proved just as challenging as any other planning project, maybe more so. Despite having staked their claim to a version of city planning that figured people in the equation, try as they may, the Joint Center and their Venezuelan counterparts never figured out how to make it all add up.[19]

Five decades later, as academic leaders embark on new transnational ventures, understanding the challenges that emerged when Cambridge met Ciudad Guayana is more vital than ever. For while global higher education partnerships provide intellectual energy for scholars and students, and make the university an exciting place to work and live, these collaborations are often fraught with unintended consequences that can thwart the best-laid plans—and the best planners. University officials and professors must bear this in mind as they continue the quest to build institutions that span the globe.


“Foreign Influences, Nationalism, and the Founding of Modern Chinese Universities, 1917-1927”

Shen Wenqin, Peking University (CHINA)

Although China has a long tradition of higher education, its “modern” universities are a product of the twentieth century and reflective of foreign influences (Hayhoe, 1996; Jin, 2000). The first group of Chinese universities came into being around the turn of the century, led by Beiyang Gongxue (predecessor of Tianjin University, established in 1895), Nanyang Gongxue, Capital Metropolitan University (predecessor of Peking University, 1896), and Shanxi University (1902). But it would be in the years after the Republican revolution of 1911, a movement led by Sun-Yat Sen which toppled the two-thousand year old Qing Dynasty, that Chinese higher education would truly begin to change.

Prior to the demise of the Qing Dynasty in 1912, China only had four universities. And until then, Nanyang Gongxue and Capital Metropolitan University had yet to produce a graduate. Beiyang Gongxue and Shanxi University had 44 and 35 graduates, respectively, though none, remarkably, in the humanities or natural sciences. Chinese higher education generally adhered to ancient traditions of learning in the Confucian tradition. In the post-revolutionary era, however, Chinese leaders would look to “modernize” Chinese higher learning.

Cai Yuanpei, appointed as the first Minister of Education for the new Republic of China in 1912, looked west for models of higher education. Under his leadership, a series of modern education laws and regulations were established, laying the foundation for the development of Western-style higher learning. One of Cai’s first moves was the drafting of a document known as “The Regulation of the Universities” (DaXue Ling), a Ministry of Education proclamation which outlined the modern disciplinary system in Chinese universities. “The Regulation of the Universities” established standards not only for university admissions and operation but also for governance structure—one in which the institution would be run by a president and university senate. Most importantly, the document made research and postgraduate education as central to the university mission.

But it was not until Cai became president of Peking University, a post he assumed in 1917 and held until 1927, that his idea of a university with a “modern mentality of research” (Clark 2006) would be fully realized. This “mentality” was certainly not present when Cai arrived, even though the university had reached considerable size. In 1916, the university had graduated 1,503 degree recipients and 192 teachers, but most students were drawn to the professions—namely law and business—and guided by a sense of “careerism.” Indeed, the number of students in the humanities and natural sciences—the hallmark fields of the modern research university—was very small. The university’s faculty similarly did not value the research enterprise. Cai, in his inaugural address, sought to change this mentality, encouraging students to work hard and attend to scholarship—not careers. He proclaimed the university to be “a place to investigate advanced knowledge.”

From where did Cai’s intense interest in research and scholarship arise? To begin with, Cai had studied in Germany for several years from 1907 to 1911. During this time he became familiar with the German university system and admired the German ideals of academic freedom, original research, and knowledge for its own sake—principles that would become central to his work at Peking University (Chen Hongjie 2002). In 1917, seminars along the lines of those found in German and American universities were founded in the division of humanities, social sciences, and natural sciences. Cai saw such seminars as places for “the professor and graduate students or advanced students to do research together.” By 1918, Peking had taken its first steps toward realizing Cai’s vision, as 148 students (80 postgraduates and 68 senior undergraduates) participated in the seminar system.

Faculty research was another matter. In 1919, to encourage professors to engage in scientific research, Cai founded The Journal of Peking University, a forum for the publication of faculty research. In the preface of this new journal, he declared that the “University is not a place for teaching knowledge; it is a place to create new knowledge for the republic of scholars”(Cai, 1919). With the addition of another academic journal, the Social Sciences Quarterly, in 1922, the Peking faculty began to publish more widely, and in new fields, including the humanities. Within a few years, Peking University had come to resemble a Chinese version of Johns Hopkins University, an institution complete with research seminars, faculty governance structures, and professional journals.

In many ways, Cai’s reforms at Peking reflected the growing influence of American models as opposed to German ones, as more and more Chinese returned from study abroad in the United States in the 1920s. In 1918, two famous educators, Yanxiu and Zhang Boling, visited the United States and conducted a survey of American higher education. When they returned to China, they founded Nankai University, a private institution reflective of American models. From December 1919 to April 1920, a group of normal school principals and local education authorities headed by Chen Baoquan (president of the Beijing Normal School) and Yuan Xitao (an officer in the Ministry of Education) visited American universities for more than five months. Following their visit, they wrote a report on American higher education offering suggestions for reform in China (Chen Baoquan 1920). Many other young Chinese students and scholars studied in the United States during this time, absorbing the patterns of American higher education and bringing back ideas for change in their home country. Some, including Guo Bingwen, Jiang Mengling, Hu Shi, Zhao Yuanren, and Zhu Kezhen (later president of Zhejiang University) became prominent reformers in Chinese higher education in the 1920s.

As a result of such transatlantic travel and intellectual exchange, a number of features of American higher education could be found in China by the end of 1920s: private universities, the organization of academic work into departments, the elective curriculum for undergraduates, the credit-hour system, and the board of trustees’ governance structure. Like Cai, other Chinese higher education leaders used their experience abroad to shape their own institutions in China. For instance, Guo Bingwen became the President of Southeast University in 1921, while Jiang Mengling became the executive president of Peking University in 1923. The two men received their doctoral degrees from Columbia University’s Teachers College in New York City in 1914 and 1918, respectively (Kuo, 1915; Chiang, 1918). The influence of the American model was not confined to these two Universities: in 1929, the Sun Yat-sen University set up a board of trustees that clearly borrowed from the American model.

In less than a decade, from Peking University’s reform under Cai in 1917 to the founding of Sun Yat-sen University in 1924, a modern system of higher education, emphasizing research and academic freedom, had emerged in China. Why were these Chinese higher education leaders so eager to establish “modern” universities in China? One explanation is that figures like Cai Yuanpei, Jiang Mengling, Guo Bingwen, and others were all patriots: “To save the nation through education and scholarship” was their creed. (For example, though they had learned from western models, they supported a policy of reclaiming the management of China’s Christian universities from foreign presidents.) Making China a free, democratic, and prosperous country was the com-mon aspiration of Chinese intellectuals of that generation. During the 1910s and 1920s, the newly established Republic of China was fragile, as warlords and political fragmentation wracked the country. These leaders were convinced that, just as the University of Berlin, the University of Göttingen, and other universities had made Germany into a powerful empire, so too would great Chinese universities lead China toward prosperity and freedom.

Nevertheless, it would be wrong to suggest that modern Chinese higher education development was merely a copy of the Western model. The task of establishing a full-fledged research university was an expensive one, challenging even in times of prosperity let alone times of political instability. Chinese reformers could only go so far in implementing Western models. For example, although Cai and other educational leaders realized that graduate education was the core of the modern university, they could not afford to establish full graduate schools. Instead, they relied on research seminars and institutes. Similarly, because they often could not afford expensive laboratory equipment, research and study in the humanities and theoretical sciences took precedence over direct research in the physical and applied sciences.

Chinese educational leaders sought to re-invigorate their country’s higher education system by combining foreign and domestic ideas. For example, the Chinese Studies Center at Tsinghua University, established in 1925, made its work “adopting both the strength of modern schools and ancient Chinese Academy (Shu Yuan).” The ancient tradition of open debate and close interaction between teachers and students flourished there alongside some Western influences. The reforms between 1917 and 1927 were only a beginning, yet they laid the foundation for the future growth of research universities in China. These years would be one of the first of many instances of Chinese educational leaders borrowing from abroad in higher education in the twentieth century, a process of intercultural learning which one scholar has described as “borrowing modernity” (Batchelor, 2005).

Today’s Chinese higher education reformers still pay close attention to higher education in other countries, yet reformers have never been able to completely cast off ancient traditions or ignore the vicissitudes of state politics. In the early twenty-first century, China’s universities can be said to represent a wide range of historical influences and now embody a uniquely Chinese vision of higher education.



Batchelor, Randal Shon (2005). Borrowing modernity: A comparison of educational change in Japan, China, and Thailand from the early seventeenth to the mid-twentieth century, Montana State University.

Cai Yuanpei (1919). Preface for “The Journal of Peking University Research”.

Chen Baoquan.(陳寶泉). Eight Years of European and American Education:The USA Section. Shanghai, The Commerce Publisher, 1920.

Chen, Hongjie (2002). The German Classic idea of University and Its Influence on Chinese Universities (In Chinese) Beijing: Peking University Press.

Clark,William (2006). Academic Charisma and the Origins of the Research University. Chicago: University of Chicago Press.

Monlin, Chiang [蒋梦麟] A Study of Chinese Principles of Education. Shanghai, Commercial Press, 1918.

Hayhoe, Ruth. China’s Universities, 1895-1995: A Century of Cultural Conflict.Routledge, 1996.

Jin Yilin. Histories of the Modern Universities in China:1895-1949 [In Chinese]. Beijing, Central Party Literature Press, 2000.

Kuo, Ping Wen The Chinese System of Public Education.New York City : Teachers College, Columbia University,


“Government-Backed Study Abroad and the Internationalization of Chinese Higher Education, 1945-1985”

Gilsun Song, Zhejiang University (CHINA)

The internationalization of Chinese higher education proceeded gradually, if unevenly, between 1945 and 1985. During this process, government-backed study abroad programs would become an important channel of international exchange. With the exception of the early years of the Cultural Revolution (1966-1972), study abroad and student exchange programs offered Chinese students and higher education leaders opportunities to observe and learn from foreign countries and their educational institutions.

The second Sino-Japanese War (1937-1945) left China depleted of highly skilled workers and in need of a strategy for postwar reconstruction and national security. China thus looked to its Communist ally, the Soviet Union, as a model for how to develop its human capital through investment in higher education. Between 1949 and 1966, China’s first phase of internationalization proceeded as a form of emulation of the Soviet system of higher education.

Chinese emulation of the Soviet system of higher education involved more than student and teacher exchanges; in fact, Chinese higher education often adopted the Soviet model wholesale, including curriculum planning, rules and regulations, and management measures at a system level. Sino-Soviet exchange programs were a priority for China’s higher education leaders looking to develop foreign relationships. In 1953, the Chinese government issued “Guidelines for the Preparation of Selected Overseas Students to the Soviet Union,” and in 1954, “Chinese Students’ Alliance Instructions Concerning the Selection of Institutions of Higher Education for Studying Abroad in the Soviet Union and Other People’s Democratic Countries Overseas.”

In addition to enacting these types of policies, government meetings concerning overseas students were also held in 1959, 1960, and 1966 (Lian Yan pi 2005). These meetings emphasized “Quality guarantees and a striving for increased numbers,” as well as the idea that China “Should not only pay attention to long-term needs, but also to the present” (Jin Linyxiang 1999, p. 602). Even as these policies and guidelines gradually increased international activities, study abroad and international exchange programs remained somewhat limited in scope and subject to strict oversight and control. For instance, China did not allow students to visit capitalist countries; instead, most went to the Soviet Union and to countries such as Poland, Romania, Hungary, and Bulgaria. Between 1950 to 1956, the Chinese government sent 10,698 students abroad, and of these, 8,320 students—77 percent—went to the Soviet Union (Chen Xuefei 2004). Nevertheless, important leaders in the Chinese government were shaped by international opportunities during this period, including Jiang Zemin[20], Li Peng[21], Song Jian[22], and Ye Xuanping,[23] each of whom studied abroad in the Soviet Union and would later become core contributors to national development.

In 1966, The Cultural Revolution ushered in a new phase of internal struggle in China, damaging severely the country’s education system at all levels. The Cultural Revolution consisted of two periods: the first from 1966 to 1972, the second from 1972 to 1978. In the first period, the Revolution completely stopped international cooperation and communication and can be thought of as a period devoid of international connections. Many Chinese students who returned from abroad suffered persecution and were accused of having “illicit relations with a foreign country” (Liang Yanpi and Wang Chen 2005, p118). These students, as well as many intellectuals and professors, were sent to the countryside to work as famers or to do manual labor. Some were even put in prison.

In the second phase, however, things began to change. The government began to fund study abroad programs once again, sending 1,451 Chinese students to 32 countries between 1972 and 1978 (China Education Year 1984). Among the 1,548 students sent abroad, 1,451 (93.7%)studied foreign languages and 97 (6.3%) studied natural science (China Education Year 1984). That fact that almost 94% of the students were sent to study foreign languages shows the perceived need within China to reach beyond its cultural borders and to interact with other nations. Indeed, by 1972, China saw itself lagging behind other countries, specifically in the fields of science and technology, and felt it could not longer remain isolated. Study abroad programs would become one component of a gradual opening up to the rest of the world.

The internationalization of Chinese higher education accelerated rapidly following the end of the Cultural Revolution. In 1978, China carried out its “Reform and Opening Policy,” which helped open China to the world. The same year, Chairman Deng Xiaoping, on hearing reports on Tsinghua University’s vision and action plans, stated, “I am in favor of increasing the number of international students…. This is a quick method for increasing efficiency within 5 years and a very important method for improving the level of our country” (Li Tao 2000, p. 602). As a result, Chinese higher education looked to make even more connections beyond China’s borders.

One of the first efforts at greater international cooperation involved the meeting of science and technology delegations from China and the United States in July and October of 1978. Following the meeting, both countries agreed to participate in student exchange programs (Liang Yanpi and Wang Chen 2005).In the same year, China also signed student exchange agreements with Japan, Germany, Italy, England, Canada, Belgium and other countries, reaching out beyond familiar Communist alliances for the first time in decades. Not long after these agreements, the State Council gave permission for provincial, municipal, and regional authorities, as well as other qualified departments, to contact and interact with overseas parties.

The effect of these initiatives on international exchange was dramatic. By 1985, China had sent 3,246 students abroad, more than ten times the amount (314 students) who went abroad in 1978 (Liang Yanpi and Wang Chen, 2005). While the numbers of students studying abroad increased, the proportions of the types of students studying abroad also changed. In 1981, 252 graduate students and 214 undergraduate students studied abroad, but by 1985 the number of graduate students increased to 1,184, while the number of undergraduate students decreased to 73 (Chen Xueping 2004).

The greater proportion of graduate-level study abroad reflected a desire for more highly qualified, professionally skilled workers who could directly contribute to China’s technological innovation and economic growth. Thus, China’s regulations for sending students abroad moved to a “doctoral education and graduate student” orientation in 1982, from an “advanced training and graduate studies” policy in 1979 (Chen Xueping 2004). International study and exchange soon became a preferred method of national development.

Finally, in 1981, the Ministry of Education and seven other departments proposed opportunities for self-funded study abroad. Before the 1980s, all Chinese in education going abroad were selected directly by the government. However, the “Reform and Opening Policy” loosened the regulation of this process. After the self-funding policies were introduced, the State Council produced a series of guidelines and rules concerning self-funded study abroad. These provisions further opened Chinese higher education to internationalization. Returning overseas students became a powerful force in promoting international partnerships and in creating competitive national development plans. As key players in the internationalization of Chinese higher education, the contributions of Chinese students who have studied overseas have had a great impact on economic growth and development.

The general trajectory of study abroad and international exchange programs between 1945 and 1985 reveals the extent to which China has relied upon this process as a way to develop skills and knowledge in the fields of science and technology. In fact, in these forty years, the Chinese government sent more than 30,000 students abroad who studied science and technology (Chen Xueping 2004, Liang Yanpi and Wang Chen 2005). These students have often helped guide China towards international partnerships and opportunities, while at the same time growing the capacity of Chinese higher education as an international force and an engine of domestic economic growth. The Chinese study abroad experience may often be an individual one, yet it always proceeded in harmony with the national interest.


China Education Year Editorial Department eds., (1984). China Education Year 1949-1981, pp. 980-981, Shanghai, Encyclopedia of China Publishing House (in Chinese).

Chen Xuefei (2004). “The Change and Benefit of the Government-Funded Studying abroad Since the Reform and Opening up in China,” Fudan Education Forum, Vol 2-3.

Jin Linyxiang eds., (1999). China’s Education System General History III, p. 602, Jinan, Shandong Education Press.

Liang Yanpi and Wang Chen (2005). “Studying Abroad Education in Modern China and Its Impact,” Journal of Shanxi Teachers University (Social Science Edition), vol. 32-3.

Li Tao eds., (2000). The History Chinese Overseas Education Record: After 1949, Higher Education Press.


“Long Road Ahead: Modernizing Chinese Universities”

Yang Rui, University of Hong Kong (CHINA)

China is an old civilization with extraordinarily rich traditions in higher learning. The ancient Chinese education system was established during the Yu period (2257–2208 BC), and China’s earliest institutions of higher learning appeared in the Western Zhou Dynasty (1046-771 BCE). The famous Jixia Academy was established twenty years before the Platonic Academy in Greece (Hartnett 2011).

Chinese higher education evolved according to its own logic. By and large, it focused on knowledge of human society rather than knowledge of the natural sciences. It generally disregarded knowledge about the rest of the world and confined the dissemination of knowledge to the provincial level. Its central focus was political utility defined by the ruling classes. China thus started its higher learning system with a fundamentally different relationship between the state and higher education. Whereas universities in the West sometimes (perhaps often) clashed with state power, institutions of higher education in China were loyal servants of the emperor and the aristocracy.

The imperial examinations and the academies were key elements of ancient Chinese higher learning (Hayhoe 1996). Designed for recruiting bureaucrats to ensure merit-based appointment of government officials, the imperial examinations dominated Chinese higher education up to 1905. The academies, which reached their peak during the Southern Song (1127-1279), were integrated into the government school system from the Yuan to Qing dynasties (1271-1911). Under the Qing dynasty (1644-1911), their aim shifted to preparing students for the imperial examinations. Autonomy and academic freedom—the definitive scholarly values of European universities, at least by the mid-nineteenth century—were absent in the Chinese tradition.

With the international diffusion of the European model of the university after the Opium Wars (1839-1842, 1856-1860), China’s institutions of higher education could have taken a lead in assimilating Western culture, science, and technology. Instead, most continued to train scholars with an encyclopedic knowledge of Confucian values but little knowledge of the outside world. Even after Western higher education models had demonstrated their strengths, China’s communication with the West was largely (and intentionally) restricted in an attempt to preserve traditional culture and protect aristocratic authority.

Only gradually, in the late nineteenth and early twentieth centuries, did this scholarly isolationism give way to a new era in which China began to experiment with Western-style universities. The central purpose of China’s modern higher education has been to combine Chinese and Western elements, to “indigenize” Western models, and to bring together aspects of both philosophical heritages. Yet, such markedly different cultural roots have led to continuous conflicts between traditional Chinese and new Western ideas of the university—and of “modernity” itself.

The late 1970s marked a key moment in the internationalization of higher education in China—a moment when the country sought deliberately to break with the past and embrace a new future. Deng Xiaoping’s strategy of “groping for stones to cross the river” sought to downplay ideological differences between China and the West. As a result, traditional values in higher education were often minimized in favor of higher education’s contribution to economic growth. By the 1980s, China had incorporated a series of reforms taken from foreign models, including decentralization and marketization, without exploring the ideological foundations of these approaches. China’s emphatic determination to separate the advanced knowledge of Western capitalist countries from what were still perceived as “decadent ideas” and a “bourgeois way of life” had overtones of the formula devised in Deng’s early modernization efforts: “Chinese learning as the substance, Western techniques for their usefulness” (Ayers 1971).

Since the 1990s, China’s higher education policies have emphasized the quest for world-class universities. The Program for Education Reform and Development in China (1993), the Education Act of the People’s Republic of China (1995), the 211 Project (initiated in 1995), the 985 Project (initiated in 1998), and the dramatic expansion of Chinese higher education starting from 1999 reflect a fervent desire to “catch up” with the West. This desire reflects larger changes in Chinese society as China reforms its economy to adopt market principles. A desire for internationally competitive universities provides the impetus for China’s best institutions to follow the lead of European and North American universities and embrace “international” norms. However, the notion of world-class status is imitative rather than indigenous (Mohrman 2005). In striving for “international” standing, top Chinese universities compare themselves with Oxford and Yale but forget the long history of these institutions—let alone their own.

Today, Chinese universities routinely look to the most elite Western (often American) counterparts for standards, policy innovations, and solutions to their own development problems. This is particularly the case for the most prestigious universities. For example, personnel reforms at Peking University in the mid-2000s were patterned entirely after the perceived U.S. experience. The reformers cited Harvard and Stanford almost exclusively to legitimize their policy moves (Yang 2009). But the grafting of American policies onto Chinese university structures has often ignored important cultural differences. The wholesale adoption of U.S. plans was not appropriate—indeed, not possible—in a culture with strikingly different cultural values and educational traditions.

China’s latest policy initiative is the Medium and Long-Term Education Reform and Development Plan (2010-2020) approved in May 2010. The policy has prioritized technical innovation and preparedness, but, like its predecessors, it lacks what is required for a re-emerging China: namely, a vision to make cultural preparedness an equal priority to ensure China’s well-rounded future global role. Still confined to a catch-up mentality, state policy continues to stress economic development as the primary reference point in every part of the initiative, once again leaving knotty issues of culture and values aside.

Modern universities are layered institutions, with technical apparatus on the surface but cultural values at the core. China’s repeated attempts to import Western university models has occurred mostly on the level of technical apparatus, while the core values of the Western model, such as academic freedom and institutional autonomy, have rarely been understood, let alone implemented. In the present great leap forward in Chinese higher education, what is missing is attention to cultural and institutional values. If Chinese universities cannot successfully integrate Chinese and Western values, the promise of the modern university in China will be limited. The question of culture is part of a much wider and more complex process of seeking an alternative to Western globalization. To be truly “world-class,” Chinese universities must find an appropriate—one might even say uniquely Chinese—way to balance indigenous and Western ideas of the university.


Academic Ranking of World Universities (ARWU), Shanghai Jiao Tong University. 2012. Academic Ranking of World Universities. Retrieved August 24, 2013 from http://www.shanghairanking.com/ARWU2013.html.

Altbach, Philip. 2001. “The American Academic Model in Comparative Perspective,” In In Defense of American Higher Education (11-37), eds. Philip Altbach, Partricia Gumport and Bruce Johnstone. Baltimore: Johns Hopkins University Press.

Altbach, Philip. 2010. “Enter the Dragons? Not So Fast,” Times Higher Education, 17 June, 39.

Ayers, William. 1971. Chang Chih-tung and Educational Reform in China. Cambridge, MA: Harvard University Press.

Hartnett, Richard. 2011. The Jixia Academy and the Birth of Higher Learning in China: A Comparison of Fourth-Century B.C. Chinese Education with Ancient Greece. Lewiston, N.Y.: Edwin Mellen Press.

Hayhoe, Ruth. 1996. China’s Universities 1895-1995: A Century of Cultural Conflict. New York: Garland.

Hayhoe, Ruth. 2005. “Peking University and the Spirit of Chinese Scholarship.” Comparative Education Review 49 (4), 575-583.

Mohrman, Kathryn. 2005. “Sino-American Educational Exchange and the Drive to Create World-class Universities.” In Bridging Minds Across the Pacific (pp.219-235). ed. Cheng Li. Lanham: Lexington Books.

Yang, Rui. 2009. “Enter the Dragon? China’s Higher Education Returns to the World Community: The Case of the Peking University Personnel Reforms.” In Higher Education: Handbook of Theory and Practice (pp.427-461), eds. John Smart and William Tierney. Dordrecht: Springer.


“Higher Education Between National Ambitions, Supranational Coordination, and Global Competition: The University of Luxembourg Established in the Bologna Era”

Justin J. W. Powell. University of Luxembourg (LUXEMBOURG)

Among the youngest research universities in Europe, the University of Luxembourg (UL) is one of very few public universities to be established since the pan-European “Bologna process” began in 1998 amidst celebrations for the Sorbonne’s 800th Anniversary.[24] Founded in 2003, and growing rapidly, UL aims to become a full-fledged, internationally-recognized research university. Embedded in a small, hyper-diverse, multi-lingual, and (recently) very prosperous nation-state located in the heart of Western Europe, and well-positioned in significant regional and global networks, Luxembourg’s “national” flagship university is thoroughly international. Recruiting scholars, staff, and students from over a hundred countries, the university could not advance without transnational mobility. Luxembourg, the home of a European Union (EU) capital city, simultaneously reflects European and international priorities. Devoted to internationality and interdisciplinarity, UL exemplifies contemporary worldwide trends in higher education.

Today, more than ever, countries explicitly compete with each other through human capital investment. The Lisbon strategy in Europe set about to create “the most dynamic and competitive knowledge-based economy in the world” (EC 2004). European education ministers collaborate to promote a comprehensive, continent-wide model of skill formation. This emergent model, a bricolage that integrates diverse characteristics of the German, French, British, and American national models, responds to heightened competition among “knowledge societies” (Powell, Bernhard, & Graf 2012). The Bologna process represents a considerably intensified phase in higher education’s on-going internationalization. While voluntary, Bologna exerts pressure on national systems and influences decision-making (Ravinet 2008). Membership in the European Higher Education Area (EHEA) challenges countries to accept common standards and practices to coordinate national quality assurance, ensure the transparency and recognition of qualifications obtained elsewhere, and facilitate cross-border mobility.

Somewhat paradoxically, at the same time that European borders are becoming more porous, and spatial mobility everywhere supported and glorified, Luxembourg has invested heavily in establishing a new national university. In so doing, it has provided, at long last, a stay-home alternative for Luxembourg youth who had traditionally sought higher education abroad. On the one hand, the university was founded against considerable resistance, both pecuniary and ideological, due to the long-standing custom of educating elites in other countries within cosmopolitan networks (Rohstock & Schreiber 2013). On the other hand, rising international competition and supranational coordination have increased pressure on Luxembourg to found a research university to foster scientific innovation upon which to build its future “knowledge society.” UL provides a means to diversify the economy beyond steelmaking or banking and to integrate multilingual citizens from diverse cultural background into a polity dominated by local elites.

The University of Luxembourg, now enjoying broad-based support and a rising reputation, provides a gauge of the impact of global norms generally and the principles codified in the Bologna process specifically. Arriving in a new century with a rapidly-growing population of just half a million (nearly half non-Luxembourg citizens), UL exemplifies the most recent institutionalization phase of “the European university.” Due to its recent establishment, UL has straightforwardly assumed European standards – or even exceeded them, especially in multi-linguality (French, German, and English are official university languages) and student mobility.

Although the university’s antecedents can be traced back to the early 1800s, it was not until 1974 that the Centre universitaire du Luxembourg, hosting several humanities and social science departments, opened alongside teacher training institutes and an Institut supérieur de technologie (Meyer 2008). The UL, building upon these legacies, was established as a private, government-dependent institution (établissement public) directed by a seven-member council, the Conseil de Gouvernance. The UL’s founders, made up largely of national policymakers consulting advisors from abroad, selected multilingualism, interdisciplinarity, and inter-nationality as the institution’s three key principles. These foci not only reflect global trends but also capitalize on Luxembourg’s history as a trading crossroads, as well as its contemporary context of cultural and linguistic hyper-diversity. The mission statement emphasizes that as “a small-sized institution with an international reach, [it] aims at excellence in research and education. … to be among the world’s top universities. UL intends to be innovative, centred on research, … and attentive to the needs of the society around it” (www.uni.lu 2012).

With roughly half of its 6,288 students (2012/13) coming from abroad, UL is extra-ordinarily diverse (UL 2013). Regardless of nationality, each student pays tuition of just €200 per semester. Thus, state investment in higher education ensures that the university can attract students from around the world. All Bachelor-level students are expected to spend a semester abroad as a required part of their course of study—a reflection of past educational traditions and a unique requirement among European institutions. The network Université de la Grande Région (www.uni-gr.eu) links the UL with universities in Belgium, France, Germany, and provides cross-border coordination, enabling such benefits as students’ eligibility to take courses at other campuses at no additional cost.

Since Luxembourg has traditionally relied heavily on tertiary education provided in neighboring countries—especially Germany, Belgium, and France—to supply qualified personnel, especially teachers, lawyers, and physicians, a key challenge remains to recruit the most talented undergraduate student body. Over half of Luxembourg’s workforce consists of cross-border workers, and the country continues to experience strong population growth. In a hyper-diverse society marked by such migration flows and mobility, internationalization has been key to the establishment and expansion of the university from the start. To develop an institution based on local strengths, regional needs, and global trends, UL aims to achieve excellence by recruiting top faculty members worldwide to conduct research and teach in three multidisciplinary faculties and two major interdisciplinary research centers. By identifying in advance promising research areas that also reflect Luxembourg’s economic and geographic contexts, the university focuses its resources on key priorities.

Luxembourg has invested both considerable capital and strategic planning in establishing its national university. It aims to compete globally by concentrating its resources, both intellectual and financial, and by building on the country’s strengths and priorities. It may have taken a leap of faith to establish the university, but the state—led by those who accept the principle that the future belongs to education and science—has shown dedication to fund its ambitious experiment in scientific capacity-building. There is no turning back, as the new Belval campus towers rise among the steel-factory smokestacks of Esch-sur-Alzette.

However small, no country wishing to become a “knowledge society” can do so without an international research university. As many larger countries in Europe struggle to maintain their universities in the Bologna era, Luxembourg has grasped a window of opportunity. 2003 was a key moment in its history of higher education, long abbreviated by internationality avant la lettre.


European Council. 2004. Report from the Commission to the Spring European Council – Delivering Lisbon – Reforms for the Enlarged Union. COM/2004/0029 final. Brussels: European Council.

International Monetary Fund. 2011. World Economic Outlook Database. Washington, DC: International Monetary Fund. Last accessed May 25, 2013, from www.imf.org/external/ns/cs.aspx?id=28

Meyer, M.B. 2008. The Dynamics of Science in a Small Country: The Case of Luxembourg. Science and Public Policy 35(5): 361-371.

Powell, J.J.W. 2012. Small State, Large World, Global University: Comparing Ascendant National Universities in Luxembourg and Qatar. Current Issues in Comparative Education 15: 100–113.

Powell, J.J.W., N. Bernhard, & L. Graf. 2012.The Emergent European Model in Skill Formation. Sociology of Education 85(3): 240–258.

Ravinet, P. 2008. From Voluntary Participation to Monitored Coordination. European Journal of Education 43(3): 353-367.

Rohstock, A., & C. Schreiber 2012. The Grand Duchy on the Grand Tour: A Historical Study of Student Migration in Luxembourg. Paedagogica Historica 49(2): 174-193.

University of Luxembourg. 2013. Facts and Figures 2013. Luxembourg: University of Luxembourg.



[1] See Philip G. Altbach and Jane Knight, “The Internationalization of Higher Education: Motivations and Realities,” Journal of Studies in International Education11, 3-4 (Fall/Winter 2007), 290-305.

[2] See Daniel Levy, To Export Progress: The Golden Age of University Assistance in the Americas (2005).

[3] A number of important university networks emerged in the early twentieth century, including the Association of American Universities (AAU), founded in 1900. The AAU became somewhat international in scope when McGill and Toronto were admitted as members in 1926, however, the AAU essentially positions itself as an association of American research universities with two Canadian members.

[4] The Singapore Declaration began by asserting that the Commonwealth was a voluntary organization of independent nations, a quite different understanding of these relationships than those associated with the former British Empire.

[5] Robert E. Smith, “Venezuela Offers Harvard-MIT Center $800,000 Contract,” Harvard Crimson, March 9, 1961.

[6] For the history of the Joint Center, see Eugenie L. Birch, “Making Urban Research Intellectually Respectable: Martin Meyerson and the Joint Center for Urban Studies of Massachusetts Institute of Technology and Harvard University, 1959-1964” Journal of Planning History 10 (August 2011): 219-238; and Christopher P. Loss, Front and Center: Academic Expertise and its Challengers in the Post-1945 United States (book manuscript in progress). In the early 1970s the Joint Center shifted focus from urban studies to housing studies, and in 1985 it changed its name to the Joint Center for Housing Studies, with MIT severing the partnership four years later. The center still operates today as an affiliate of Harvard University. For more on its current activities, see http://www.jchs.harvard.edu/history. Accessed August 22, 2013.

[7] JCUS: The First Five Years, 1959-1964 (Cambridge, MA: 1964), 53-56, quotes on 53-54.

[8] Peter Hall, Cities of Tomorrow: An Intellectual History of Urban Planning and Design in the Twentieth Century (1988; Cambridge, MA: Blackwell Publishers, 1996), 322.

[9] Lloyd Rodwin, “Garden Cities and the Metropolis,” Journal of Land & Public Utility Economics 21 (August 1945): 281.

[10] Lloyd Rodwin, “Images and Paths of Change in Economics, Political Science, Philosophy, Literature, and City Planning, 1950-2000,” in The Profession of City Planning, ed. Lloyd Rodwin and Bishwapriya Sanyal (New Brunswick, NJ: Center for Urban Policy Research, Rutgers University, 2000), 3-23. The penetration of the “social sciences in urban and regional studies,” Rodwin wrote, “was the main reason for the organization, in 1959, of the Joint Center of MIT and Harvard University outside the city planning departments of either university” (19). See also “Lloyd Rodwin, 80, MIT urban studies professor, extended the field of planning to social sciences and the Third World,” MIT News, Dec. 8, 1999, available at http://web.mit.edu/newsoffice/1999/rodwin.html. Accessed May 23, 2013.

[11] JCUS: The First Five Years, 53.

[12] Walt W. Rostow, The Stages of Economic Growth—A Non-Communist Manifesto (Cambridge, England: Cambridge University Press, 1960).

[13] The Guayana Development Program: Staff Working Paper, March 1965, p. 1-2, 6, B77-B83, box 2, AC 292, Institute Archives and Special Collections.

[14] “Dream City Rises on the Plains South of Caracas,” New York Times, January 28, 1966, 74.

[15] Harvard University News Office, News Release – Harvard – March 15, 1961, box 1, AC 292. Rodwin’s version of his first meeting with Ravard is in Lloyd Rodwin, “Introduction,” in Planning Urban Growth and Regional Development: The Experience of the Guayana Program of Venezuela, ed. Lloyd Rodwin(Cambridge, MA: MIT Press, 1969), 1-2.

[16] “Dream City Rises on the Plains South of Caracas,” 74.

[17] Willo von Moltke, “The Evolution of the Linear Form,” in Planning Urban Growth and Regional Development, ed. Rodwin, 126-146.

[18] Guy Kelnhofer, Planning and Administration of New Towns, June 1963, p. 3, D1-D29, box 3, AC 292.

[19] On disappointments of the final result, see Lisa Peattie, Planning: Rethinking Ciudad Guayana (Ann Arbor: University of Michigan Press, 1987), 7-22.

[20] Former Chinese president and former chairman of military affairs

[21] Former State Council Prime Minister

[22] Former president of Chinese Academy of Engineering from 1988 to 2002

[23] Former Vice chairman of the Chinese People’s Political Consultative Conference national committee on 1993 and 1998

[24] This essay builds on prior work that analyzed university institutionalization in small states, contrasting Luxembourg and Qatar (Powell 2012).

The International Initiatives of Universities – A Taxonomy of Modes of Engagement and Institutional Logics

Editor’s note:  the guest entry below was kindly developed by Richard J. Edelstein and John Aubrey Douglass, Center for Studies in Higher Education (CSHE) – University of California, Berkeley. Richard Edelstein is a Research Associate at CSHE and Principal at Global University Concepts. John Douglass is Senior Research Fellow at CSHE.  Their entry is based upon a longer paper recently published in CSHE’s Research and Occasional Paper Series (ROPS), which is available here. Please refer to the original working paper for all associated references. This ROPS contribution is part of the Center’s Research Universities Going Global research project.

Today’s entry should be situated in the context of other informative attempts to develop an understanding of the modes and logics of internationalization — see, in particular, Gabriel Hawawini’s 2011 working paper ‘The Internationalization of Higher Education Institutions: A Critical Review and a Radical Proposal,’ NAFSA’s work on ‘comprehensive internationalization,’ and the Cornell-specific (but very useful) ‘Report from the Task Force on Internationalization’ (Oct 2012).  Kris Olds

ps: link here for the Inside Higher Ed version of this article, which is more easily formatted for printing.


Like entrepreneurs in other sectors of our modern economy, many universities are in a rush to fill a relatively new and expanding market. Despite the significant increase in the number and type of international activities—from branch campuses, to MOOCs, and aggressive international student recruitment—many efforts appear to be launched without a clear idea of best practices or how specific activities might be productive and meaningful for a particular institution.

As part of a larger project based at the Center for Studies in Higher Education at the University of California, Berkeley, we have dubbed Research Universities Going Global (or RUGG), we offer a starting point for an analytical look at why and how, and at what cost, universities are engaging in an ever expanding variety of international ventures.

Here we briefly describe and categorize a range of actions and logics that are associated with efforts to respond to globalization and to develop the international dimensions of universities – a taxonomy of institutional actions that we hope to use and compliment by a series of case studies.  What are the reasons and methods universities have chosen to become more globally active; how might we assess success or failure? What are the actual outcomes for nation-states that invite partnerships, and often provide significant initial financial support, on the quality and output of their higher education systems, on their labor markets, on their long-term economic development plans.

These are big and difficult questions that, thus far, have not been adequately studied. We hope to explore the answers to these questions and, via this taxonomy, promote others to study.

The Importance of Context

Three salient contextual variables help guide, inform, and condition the taxonomy of international engagement outlined in this article:

  • The Academic Discipline
  • The Level of Academic Study (e.g. 1st/undergraduate degree versus post-graduate degree)
  • Institutional Prestige Hierarchy

Almost irrespective of the problem or issue under consideration, there is significant variability in the effects or outcomes when we consider the results in the particular context of individual disciplines or fields. The scholarly work, research methods, and organizational culture of the physics department are quite distinct from what is found in the economics department, the law school or the department of classics (Belcher 1989).

Level of study, course, or program also conditions how different problems are addressed. For example, study abroad and various mobility and exchange initiatives take on very different forms, durations, and pedagogies in an undergraduate/first-degree engineering program when compared with the same level of program in a foreign language or psychology department. Graduate students and faculty often have entirely different approaches to mobility issues because of greater individualization of instruction and research imperatives.

A final contextual variable worthy of attention is the prestige hierarchy. Not all colleges and universities are created equal and, like most social institutions, they compete with each other to achieve a high status or social value in society. More prestigious institutions, large or small, public or private, have certain advantages when it comes to advancing their mission and objectives. This appears to be true for international endeavors as well where some of the most active and successful institutions are prestigious and highly visible on global scale.

Historical Patterns and Contemporary Tensions

We have taken a distinctly sociological perspective that views the university as a social organization with distinct histories, structures, values, norms, traditions, and symbols embedded in the culture and that condition organizational behavior over time.

The research and writings of Burton Clark continues to shed light on what it is about the university that makes it distinct and exceptional in many respects. One of the key “truths” that Clark continually stressed in his work is that universities are inherently more decentralized and “bottom heavy” than other organizations such as business firms and most government bureaucracies (Clark 1983). Significant authority, both formal and informal, rests with individual faculty members and with departments, schools, and colleges. Institutional change is, to a large extent, dependent on the capacity of leadership to muster support from the ranks of faculty who are, in the end, the final arbiters of how teaching and learning occur and are the source of scholarship and scientific research, the two primordial functions of universities in society.

More recent research and publications by Georg Krücken also suggest that historically embedded patterns of organization and governance resist fundamental change and often marginally adapt themselves to evolving conditions of the larger environment and international trends and norms. Krucken shows, for example, how professors in Germany have largely retained their authority over academic policies in spite of the emergence of a larger administrative class and hierarchy (Krücken 2011, 2013 forthcoming).

John Aubrey Douglass has considered recent changes in research university organization that appear to take on forms of university devolution with increased fragmentation of the structure and the values that have historically held the university community together (Douglass 2012). Trends toward treating various schools, centers, and departments as profit centers with greater managerial autonomy or privatization options (often linked to neo-liberal and market-oriented management philosophies) suggest that changes in university organization and governance will make it increasingly difficult for university leaders to shape institution-wide strategies and policies that depend upon a robust set of shared values, beliefs and institutional loyalty. International strategies and initiatives become even more challenging should these trends prove to be persistent over time.

While there may have been some significant changes driven by technology, political demands, and the nature of teaching and research that have made inroads into the all-encompassing authority of faculty, it is difficult to imagine significant institutional change in universities that does not come with the advice and consent of individual faculty members.

Calls for a more entrepreneurial and economically relevant university and increasing tendencies toward adopting management practices and decision criteria from business are too significant and numerous to ignore. Nonetheless, efforts to embark on projects of substantial change often fail when they are implemented in a top-down and centralized decision structure.

In the end, most meaningful and successful change in the university occurs when the decentralized nature of the organization and the significant formal and informal authority of faculty is recognized and incorporated into the decision process in real and meaningful ways.

This essay and its presentation of clusters of activities, modes of engagement and institutional logics focuses wholly on the perspective of the individual institution and offers an alternative set of concepts and categories to describe and analyze institutional behavior and change. The purpose is to build on previous efforts and contribute a meaningful and relevant approach to thinking about issues and problems faced by university leaders as they make strategic choices about which international and global policies, programs, and relationships they pursue.

Clusters and Modes of Engagement

Figure 1The taxonomy of actions and logics is conceptualized as a list of modes of engagement that can be organized into seven clusters of activity – see Figure 1. Clusters include individual faculty initiatives; the management of institutional demography; mobility initiatives; curricular and pedagogical change; transnational institutional engagements; network building; and campus culture, ethos, and leadership. Within our larger paper, we describe these various clusters and modes. Here is an example of how we portray Strategic Alliances:

Alliances can be thought of as partnerships that evolve into more strategic and intensive collaborations across a numerous activities or functions. Shared faculty, student mobility, shared alumni bases, joint courses and degrees, joint research, and a common branding or marketing strategy are common elements of a strategic alliance.

There are few examples of successful strategic alliances. This is probably due to the challenges of developing partnerships where the benefits of greater collaboration or integration outweigh the costs or risks of potential problems. Concerns about a weakening of institutional identity, legal issues such as intellectual property rights, financial regulations, liability problems and governance systems, alumni relations issues, faculty and staff compensation and benefits issues, etc. must be resolved. Differences in institutional traditions and culture are often the most difficult to overcome. For all of the allusions to the “global university” and emergence of a global market for higher education, universities are still firmly embedded in nation states, national cultures, and institutional traditions that retain significant influence over how and under what circumstances they can change and engage in relationships with institutions and nations outside their home base.

There are a few examples of successful partnerships that have grown in intensity and breadth and have sustained themselves over time sufficiently to be considered alliances. These alliances, however, are limited to one major field or to a set of mostly natural sciences and engineering disciplines:

  • INSEAD-Wharton Alliance – Launched in 2001, the Alliance between the Wharton Business School at the University of Pennsylvania and INSEAD Business School in France and Singapore combines the resources of two world leaders in management education to deliver top-quality company-specific and open-enrolment programs to executives across four dedicated campuses: Inseam’s in Fontainebleau (France), and Singapore and Wharton’s US campuses in Philadelphia and San Francisco.

Renewed for a further four years in 2008, the Alliance is an opportunity for MBA and PhD students to study across three continents. It also brings together the large and active alumni communities of both schools. The INSEAD-Wharton Centre for Global Research & Education fosters deep collaborative relationships across the two schools and encourages exchange of faculty and doctoral students. See http://about.insead.edu/partnerships/wharton_alliance.cfm.

  • Singapore-MIT Alliance (Agreement between MIT and the government of Singapore) –
    MIT and its faculty have been engaged with Singapore for decades. The first large-scale institutional collaboration, the Singapore-MIT Alliance, was launched in 1997. Since then MIT and Singapore have engaged in on-going collaborations in research, education and innovation. The relationship has yielded hundreds of joint research publications, scores of joint research collaborations and curricular and research innovation at MIT and in Singapore. The following outlines a number of the joint projects that have come out of this alliance:

–      Singapore-MIT Alliance. Founded in 1998, the Singapore-MIT Alliance is an innovative engineering and life science educational and research collaboration among three leading research universities in the world: the National University of Singapore (NUS), the Nanyang Technological University (NTU), and the Massachusetts Institute of Technology (MIT).

–      Singapore-MIT GAMBIT Game Lab. The Singapore-MIT GAMBIT Game Lab, is a collaboration between the Massachusetts Institute of Technology and the government of Singapore, was created to explore new directions for the development of games as a medium. GAMBIT sets itself apart by emphasizing the creation of video game prototypes to demonstrate our research as a complement to traditional academic publishing.

–      Singapore-MIT Alliance for Research and Technology (SMART) Centre. The Singapore-MIT Alliance for Research and Technology (SMART) Centre is a major new research enterprise established by the Massachusetts Institute of Technology (MIT) in partnership with the National Research Foundation of Singapore (NRF). The SMART Centre serves as an intellectual hub for research interactions between MIT and Singapore at the frontiers of science and technology.

–      Singapore University of Technology and Design Partnership. On January 25, 2010, MIT signed a formal agreement to help launch Singapore’s new publicly funded university, Singapore University of Technology and Design (SUTD). MIT faculty will help develop new curricula and conduct major joint research projects, as well as assist with early deployment, mentoring, and career development programs. MIT President Susan Hockfield said of the collaboration, “It will give MIT new opportunities to push the boundaries of design research. MIT is fully committed to helping SUTD achieve its distinctive vision.” See http://global.mit.edu/index.php/initiatives/singapore/projects/

Institutional Logics

Figure 2Why do universities embark on new projects and activities that engage the institution outside of its national boundaries? What motivates individuals and their institutions to include transnational relations among their core strategic interests and concerns when considering the future path for success? Why are more foreign students and faculty recruited and why are curricula and research agendas more international and global in scope? These trends undoubtedly have multiple and complex causes. We outline a set of nine Institutional Logics outlined in Figure 2.

Again, in our attempt at brevity, we offer here our discussion of only one of the Logics: Market Access and Regional Integration Logics.

Recently, the Dean of Yale School of Management announced a new international strategy to create a network of partner business schools in countries with rapid economic growth and new business investments. These relationships, it is hoped, will provide opportunities for students and faculty to engage with their international counterparts to create professional networks that provide learning and research experiences as well as potential business opportunities in the future (Korn 2012).

The global economy is increasingly linked to emergent economies such as Brazil, Russia, India, and China (sometimes referred to as the “BRICs” in the US). It is not surprising that numerous universities in Europe and North America appear to have targeted these countries as high-priority locations for the development of relationships, activities, and programs. The logic seems to be that these countries will increasingly be influential in world affairs and, thus, establishing relations with local institutions and professional peers will create long-term benefits for attracting students and faculty as well as pursuing research agendas and fund raising opportunities.

In Europe, the Bologna reforms, and other initiatives that encourage greater integration of educational and research systems, stimulated the creation of numerous partnerships, alliances, consortia, and networks of universities between and among European institutions. Bologna’s creation of common degree structures and common academic credit and records systems go a long way towards the creation of a region-wide education space that can contribute to the construction of the regional economy as well as political and social networks that cross national boundaries. Recent efforts to develop common quality, accreditation, qualification and professional licensing standards are also linked to a desire for further integration of national systems and the creation of greater mobility in labor markets. The logic of regional and transnational integration coming out of Bologna appears to underpin many of the international projects and initiatives of European universities across a broad range of countries.

Recent European Union investments and policies in support of the Erasmus Mundus Program recognize that relationships with nations in other world regions (especially those that are emerging as key potential trade partners in Asia, Latin America, and Africa) remain important as well. The complex global economy requires the parallel construction of regional and global networks and European institutions thus have multiple logics that can justify greater international engagements.

One can also observe regional and market access logics in other areas of the world. The Southeast Asian region has numerous regional cooperation regimes and associations that encourage varying degrees of collaboration and integration. The Association of Southeast Asian Nations (ASEAN) created in 1967 has encouraged regional cooperation in the economic and political spheres, but has also encouraged a range of initiatives in the social and educational sectors. The ASEAN University Network (AUN) functions as a vehicle for inter-university collaboration and regional higher education integration. In addition to regular meetings of rectors of member universities, AUN has activities related to credit transfer regimes, quality assurance processes, and academic programs in Southeast Asian Studies. It also serves as coordinating body for mobility agreements and scholarships with countries and regions outside Southeast Asia (e.g., the Erasmus Mundus Program of the European Union and a Chinese government scholarship program). See http://www.aun-sec.org/.

East Asia has significant student mobility in the region driven by geographic and cultural proximity. Increasingly, large numbers of students from Japan, South Korea, and Taiwan are attending universities in China and vice versa.

Australian universities are among the most active in recruiting international students from Asia and in establishing partnerships and satellite operations in the region. A regional and market access logic appears to underpin many Australian initiatives in the Asian Pacific region.

A Gaping Void in Research

As international engagement has become more central to the life and success of the university, we must expand our knowledge on the range and variety of these engagements, how and why institutions make the choices they do, and determine the patterns of success and failure. While universities have long been active internationally, many recent initiatives are relatively untried and extremely entrepreneurial. As discussed here, internationalization intersects with many strategic and core issues faced by higher education institutions everywhere.

Using the concepts of cluster of activity, mode of engagement, and institutional logic, we attempted to provide a useful analytical tool for describing the range of actions and behaviors related to international initiatives undertaken by universities and other higher education institutions. Hopefully, it will stimulate debate and discussion about how we can better observe, describe, and analyze the institutional behavior of universities in ways that are meaningful for scholars as well as practitioners.

It is important to look at the broader literature on higher education as well as the social sciences and the humanities for inspiration on how to conceptualize our research and to recognize that international and global realities have become a core strategic concern of the university. Rather than being a social movement that exists at the margins of the institution, international engagement, transnational systems, and global perspectives are now seen as crucial to institutional survival and future success. Connecting our research on the international dimension to broader institutional issues and a less narrowly defined scholarly domain will make it more relevant, intellectually rich, and insightful.

In the final analysis, the international initiatives of higher education institutions are best understood as part of a larger process of institutional change driven by multiple pressures and tensions to adapt to the changing economic, political, and social conditions affecting them. Much of the research on internationalization and comparative education analyzes regional and national policies and problems. Analysis at the institutional level is less common and perhaps more challenging given problems related to access to data and issues of confidentiality. Nonetheless, it is at the institutional level that we can obtain some of the most powerful insights into the organizational impacts, governance issues, and effects on teaching and research inherent in the growth of these activities.

Richard J. Edelstein and John Aubrey Douglass

New Report: Measuring and Assessing Internationalization

Some new reading on the complex, surprisingly little understood, and much debated topic of ‘internationalization’ was published today by NAFSA. To access a PDF of this free 26 pp. report, written by Madeleine F. Green,  click on the cover page image below. A summary of the report is also available here on the NAFSA website. Madeleine F. Green is former vice president at American Council on Education (ACE), and current senior fellow at NAFSA and at the International Association of Universities (IAU). My thanks to Madeleine Green, as well as Bob Stableski of NAFSA, for permission to post a link to the report here.  Kris Olds

Affirming Academic Values in Internationalization of Higher Education: A Call for Action

I’m delighted to post the statement below, which is a contribution to a long needed debate about the underlying and often submerged values and ideologies associated with the ‘internationalization’ of higher education.  My thanks to Eva Egron-Polak, Secretary General, International Association of Universities (IAU), for sending it to GlobalHigherEd. See this page for the IAU’s general page on internationalization and this page for more information on their ‘rethinking’ initiative.  Kris Olds


There are few higher education institutions that would report a disinterest in becoming more internationally connected, more open to international students or being able to offer more international research opportunities to their faculty.  Research undertaken by the International Association of Universities (IAU) has shown that internationalization of higher education is definitely an important policy and strategy for most universities worldwide.

Few higher education institutions though would admit that some of the rationales for ‘going international’ are founded equally if not more so in the need to find new sources of funding, in the pressure to keep climbing the prestige ladder and in the race for global talent on which rests their nation’s competitiveness.  Pursuit of these goals too is today associated with the internationalization process.

The multiplicity of rationales, approaches and strategies has been growing over the past decades, making the concept of higher education internationalization take on many faces and many meanings.  It has also led to confusion, negative reactions and criticism of the process, particularly in developing nations whose higher education institutions feel less able to set the agenda.

This growing sense of unease stemming from, on the one side, a strong commitment to the ideals of internationalization for improving academic quality, for international understanding and to reap the benefits from a multitude of perspectives and cultural traditions and, on the other side, the increasingly vocal criticism of internationalization as a process bringing commodification, increasing the brain drain and potentially diminishing diversity in higher education, has led the IAU to launch and coordinate an initiative called Re-Thinking Internationalization.  Together with a fairly large international Ad Hoc Expert Group, IAU drafted a document entitled Affirming Academic Values in Internationalization of Higher Education (pasted in below as well) which shines a light on these and other challenges while also outlining how institutions can re-center the process of internationalization around the academic fundamentals.

Elaborating the Call took several months but putting it into action will, we hope begin immediately.  Comments, reactions, suggestion for how to turn the principles of the Call into actions and offers of endorsement for the Call can be sent to: iau@iau-aiu.net with subject line stating ‘the Call’.

Eva Egron-Polak, Secretary General, International Association of Universities


April 2012

Affirming Academic Values in Internationalization of Higher Education: A Call for Action


This document acknowledges the substantial benefits of the internationalization of higher education but also draws attention to potentially adverse unintended consequences, with a view to alerting higher education institutions to the need to act to ensure that the outcomes of internationalization are positive and of reciprocal benefit to the higher education institutions and the countries concerned.

Internationalization – An evolving concept

1. The internationalization of higher education is a dynamic process, continuously shaped and reshaped by the international context in which it occurs. As this context changes, so do the purpose, goals, meanings, and strategies of internationalization. Over the past half century, the world has changed dramatically as a result of the demise of colonial hegemonies, the end of the Cold War, the rise of new economic powers, and new regional alliances.

2. Globalisation is now the most important contextual factor shaping the internationalization of higher education. Globalisation is characterized by interdependence among nations and manifested in the economic, political, social, cultural, and knowledge spheres. Central to globalization are the increased mobility of goods, services, and people and the accelerating use of information and communication technologies to bridge time and space in unprecedented ways and at continually decreasing costs.

3. Globalization gives an international dimension to all aspects of our lives, communities, and professions. In higher education, it has led to intensified mobility of ideas, students and academic staff and to expanded possibilities for collaboration and global dissemination of knowledge. It has also introduced new aims, activities and actors engaged in internationalization.

4. Institutions, countries and regions in different parts of the world and at different times pursue a variety of goals and participate in diverse ways in the higher education internationalization process. Examples, such as Africa under colonial rule, where access to higher education meant travelling abroad to attend one of the universities of the colonial power, or more recently the Bologna Process, which is radically changing the higher education landscape in Europe through internationally coordinated reforms, illustrate how internationalization fulfils different purposes and brings different rewards and challenges.

5. The goals of internationalization are continuously evolving, ranging from educating global citizens, building capacity for research, to generating income from international student tuition fees and the quest to enhance institutional prestige. New forms of internationalization such as branch campuses abroad, distance learning programs with a global reach, international educational hubs and networks now complement traditional initiatives such as student and staff mobility, curriculum change and international institutional linkages for teaching and research. New institutional players, in particular new private sector providers, have entered the scene.

6. Although the risk of brain drain remains a serious concern in some parts of the world, some countries are using international student mobility to expand their higher education capacity and capabilities. Governments and institutions are creating formal links with academic talent with their own Diasporas to promote brain circulation. And although uneven global flows of talent will remain an issue of consequence, in the long run, some of its worst impacts can be attenuated as a wider array of nations develop capacity and opportunity at home. Higher education internationalization can play a major role in developing such capacities and opportunities broadly throughout the world.

7. In short, internationalization today is remarkably different from what it was in the first half of the 20th century, in the 1960s or 1980s. A widening of drivers of higher education internationalization has had the effect of making internationalization more of an institutional imperative. The balancing of multiple intended outcomes while preserving essential institutional core values and missions is both a challenge and an opportunity. Internationalization is taking place in a radically new, complex, differentiated, and globalized context. The resulting changes in goals, activities, and actors have led to a re-examination of terminology, conceptual frameworks and previous understandings and, more importantly, to an increased but healthy questioning of internationalization’s values, purposes, goals and means.

The changing nature of internationalization in the context of globalization

8. Irrespective of contextual differences within and between countries, nearly all higher education institutions worldwide are engaged in international activities and are seeking to expand them. Engaging with the world is now considered part of the very definition of quality in education and research.

9. The many enduring academic benefits of internationalization are widely recognized as fundamental. The most noteworthy include, among many others:

  • Improved quality of teaching and learning as well as research.
  • Deeper engagement with national, regional, and global issues and stakeholders.
  • Better preparation of students as national and global citizens and as productive members of the workforce.
  • Access for students to programs that are unavailable or scarce in their home countries.
  • Enhanced opportunities for faculty improvement and, through mobility, decreased risk of academic ‘inbreeding’.
  • Possibility to participate in international networks to conduct research on pressing issues at home and abroad and benefit from the expertise and perspectives of researchers from many parts of the world.
  • Opportunity to situate institutional performance within the context of international good practice.
  • Improved institutional policy-making, governance, student services, outreach, and quality assurance through sharing of experiences across national borders.

10. At the same time, the new world of higher education is characterized by competition for prestige, talent and resources on both national and global scales. National and international rankings are driving some universities to prioritize policies and practices that help them rise in the rankings. At many institutions, internationalization is now part of a strategy to enhance prestige, global competitiveness and revenue. As higher education has in some respects become a global ‘industry’, so has internationalization of higher education become, in some quarters, a competition in which commercial and other interests sometimes overshadow higher education’s fundamental academic mission and values. Competition is in danger of displacing collaboration as the foundation for internationalization.

Possible adverse consequences of internationalization

11. As internationalization of higher education evolves and grows in importance, a number of potentially adverse consequences of the process have begun to appear. These include particular risks for some institutions, uneven benefits, and asymmetrical power relations. Frequently noted are the following concerns:

  • The prevalence of English, though driven by the advantages of having a common medium of communication, has the potential to diminish the diversity of languages studied or used to deliver higher education. The widespread use of English may thus lead to cultural homogenization and finding solutions for these adverse impacts, even though recognized, is difficult.
  • Global competition may diminish the diversity of institutional models of what constitutes quality higher education. The pursuit of a single model of excellence embodied in the notion of a “world-class university,” usually narrowly defined as excellence in research, may result in the concentration of scarce national resources in a few or a single institution to the detriment of a diverse national system of higher education institutions, fit for diverse national purposes. This risk is potentially present everywhere, but is particularly acute for developing countries.
  • Brain drain may continue or even accelerate, undermining the capacity of developing countries and their institutions to retain the talent needed for their prosperity, cultural advancement, and social well-being.
  • Large-scale international student recruitment, at times using questionable and even unethical practices, may cause a variety of problems, such as brain drain. Also, the presence of large numbers of international students may result in misconceptions about decreased opportunities for domestic students or inadvertently feed prejudice about foreigners. This can overshadow the highly positive intellectual and intercultural benefits that international students bring to the classroom, campus, and communities in which they study and live.
  • The growth of transnational programs and creation of branch campuses raises a number of questions including how these enhance the educational capacity of host nations over the long-term, and how able they are to deliver on the promise of an education comparable to that delivered by the sponsoring institution in its home country. A foreign educational presence, with its perceived prestige, has the potential to disadvantage local higher education institutions striving to respond to national needs. Some host nations experience difficulty regulating the presence, activity and quality of foreign programs.
  • As the pursuit of institutional reputation, stimulated by rankings, gains in importance among the goals of internationalization, the selection of international partners may be driven more by the desire to gain prestige by association than by actual interest in cooperation. Such a trend carries the risk of exclusion for many important and high quality institutions from international partnerships.
  • The asymmetry of relations between institutions, based on access to resources for the development and implementation of internationalization strategies, can lead to the pursuit of goals that advantage the better –resourced institutions and can result in unevenly shared benefits.

In noting these adverse consequences, the inherent value of internationalization of higher education is not being called into question. On the contrary, the goal of raising awareness of these potential risks among the institutions of higher education is to ensure that action is taken to avoid them.

Affirming values underpinning internationalization: A call to higher education institutions

12. The benefits of internationalization are clear. In pursuing internationalization, however, it is incumbent on institutions of higher education everywhere to make every effort to avoid or at least mitigate its potential adverse consequences.

13. The prevailing context for higher education internationalization described in this document requires all institutions to revisit and affirm internationalization’s underlying values, principles and goals, including but not limited to: intercultural learning; inter-institutional cooperation; mutual benefit; solidarity; mutual respect; and fair partnership. Internationalization also requires an active, concerted effort to ensure that institutional practices and programs successfully balance academic, financial, prestige and other goals. It requires institutions everywhere to act as responsible global citizens, committed to help shape a global system of higher education that values academic integrity, quality, equitable access, and reciprocity.

14. In designing and implementing their internationalization strategies, higher education institutions are called upon to embrace and implement the following values and principles:

  • Commitment to promote academic freedom, institutional autonomy, and social responsibility.
  • Pursuit of socially responsible practices locally and internationally, such as equity in access and success, and non-discrimination.
  • Adherence to accepted standards of scientific integrity and research ethics.
  • Placement of academic goals such as student learning, the advancement of research, engagement with the community, and addressing global problems at the centre of their internationalization efforts.
  • Pursuit of the internationalization of the curriculum as well as extra curricula activities so that non-mobile students, still the overwhelming majority, can also benefit from internationalization and gain the global competences they will need.
  • Engagement in the unprecedented opportunity to create international communities of research, learning, and practice to solve pressing global problems.
  • Affirmation of reciprocal benefit, respect, and fairness as the basis for partnership.
  • Treatment of international students and scholars ethically and respectfully in all aspects of their relationship with the institution.
  • Pursuit of innovative forms of collaboration that address resource differences and enhance human and institutional capacity across nations.
  • Safeguarding and promotion of cultural and linguistic diversity and respecting local concerns and practices when working outside one’s own nation.
  • Continuous assessment of the impacts – intended and unintended, positive and negative – of internationalization activities on other institutions.
  • Responding to new internationalization challenges through international dialogue that combines consideration of fundamental values with the search for practical solutions to facilitate interaction between higher education institutions across borders and cultures while respecting and promoting diversity.

15. These values are neither slogans nor vague abstractions. They should be applied in very concrete ways to institutional policy and practice. As institutions develop their internationalization strategies, they should be clear and transparent about why they are undertaking a particular initiative, how it relates to their academic mission and values, and what mechanisms can be put in place to avoid possible negative consequences. Open discussion, within and across institutions and associations and with governments, should keep fundamental academic goals and principles in the foreground, in the context of rapid change, complex realities, and ever-mounting pressures of competition and limited resources.

Next steps

16. This Call to Higher Education Institutions is but a first step in IAU’s engagement to collaborate with its Member Organizations and other international education associations and partners to provide institutional guidance and examples of good practice in internationalization. IAU will now turn to helping institutions translate these principles and values into everyday practice.

Global Citizenship – What Are We Talking About and Why Does It Matter?

Editor’s note: This guest entry was written by Madeleine F. Green, a Senior Fellow at NAFSA and the International Association of Universities. It was originally published in NAFSA’s newish Trends & Insights series of short online article that are “designed to highlight social, economic, political and higher education system trends affecting international higher education.” Our thanks to Madeleine and NAFSA for permission to post her fascinating entry here (which is also available as a PDF via this link). Kris Olds


During the past decade higher education’s interest in internationalization has intensified, and the concept of civic education or engagement has broadened from a national focus to a more global one, thus expanding the concept that civic responsibility extends beyond national borders.

As Schattle (2009) points out, the concept of global citizenship is not a new one; it can be traced back to ancient Greece. But the concept and the term seem to have new currency and are now widely used in higher education. Many institutions cite global citizenship in their mission statements and/or as an outcome of liberal education and internationalization efforts. Many have “centers for global citizenship” or programs with this label.

Additionally, national and international organizations and networks have devoted themselves to helping institutions promote global citizenship, although they do not necessarily use that term. For example, the Association of American Colleges and Universities sponsors a series of programs concerned with civic learning, a broad concept that includes several goals for undergraduate education: strengthening U.S. democracy, preparing globally responsible citizenry, developing personal and social responsibility, and promoting global learning and diversity. The Salzburg Seminar’s International Study Program provides week-long workshops for faculty to consider the concepts of global citizenship and their integration into undergraduate education. It also provides college students with programs on global issues. The Talloires Network is an international alliance formed in 2005 that includes 202 institutions in 58 countries “devoted to strengthening the civic roles and social responsibilities of higher education.” The Talloires declaration refers specifically to “preparing students to contribute positively to local, national, and global communities.” Founded in 1985, the oldest of these networks, Campus Compact, retains its predominant, but not exclusive, focus on the United States.

Defining Global Citizenship

A foray into the literature or a look at the many ways colleges and universities talk about global citizenship reveals how broad a concept it is and how different the emphasis can be depending on who uses the term. This essay can only outline a few important elements of global citizenship, but a brief overview of the many meanings should help institutions formulate or clarify their own definition of it, identify those elements that are central to their educational vision, and add other dimensions. The following are among the most salient features of global citizenship (this section draws from a variety of sources but primarily relies on Schattle (2007)).

Global citizenship as a choice and a way of thinking. National citizenship is an accident of birth; global citizenship is different. It is a voluntary association with a concept that signifies “ways of thinking and living within multiple cross-cutting communities—cities, regions, states, nations, and international collectives…” (Schattle 2007, 9). People come to consider themselves as global citizens through different formative life experiences and have different interpretations of what it means to them. The practice of global citizenship is, for many, exercised primarily at home, through engagement in global issues or with different cultures in a local setting. For others, global citizenship means firsthand experience with different countries, peoples, and cultures. For most, there exists a connection between the global and the local. Whatever an individual’s particular “take” on global citizenship may be, that person makes a choice in whether or how to practice it.

Global citizenship as self-awareness and awareness of others. As one international educator put it, it is difficult to teach intercultural understanding to students who are unaware they, too, live in a culture that colors their perceptions. Thus, awareness of the world around each student begins with self-awareness. Self-awareness also enables students to identify with the universalities of the human experience, thus increasing their identification with fellow human beings and their sense of responsibility toward them.

Global citizenship as they practice cultural empathy. Cultural empathy or intercultural competence is commonly articulated as a goal of global education, and there is significant literature on these topics. Intercultural competence occupies a central position in higher education’s thinking about global citizenship and is seen as an important skill in the workplace. There are more than 30 instruments or inventories to assess intercultural competence. Cultural empathy helps people see questions from multiple perspectives and move deftly among cultures—sometimes navigating their own multiple cultural identities, sometimes moving out to experience unfamiliar cultures.

Global citizenship as the cultivation of principled decisionmaking. Global citizenship entails an awareness of the interdependence of individuals and systems and a sense of responsibility that follows from it. Navigating “the treacherous waters of our epic interdependence (Altinay 2010, 4) requires a set of guiding principles that will shape ethical and fair responses. Although the goal of undergraduate education should not be to impose a “correct” set of answers, critical thinking, cultural empathy, and ethical systems and choices are an essential foundation to principled decisionmaking.

Global citizenship as participation in the social and political life of one’s community. There are many different types of communities, from the local to the global, from religious to political groups. Global citizens feel a connection to their communities (however they define them) and translate that sense of connection into participation. Participation can take the form of making responsible personal choices (such as limiting fossil fuel consumption), voting, volunteering, advocacy, and political activism. The issues may include the environment, poverty, trade, health, and human rights. Participation is the action dimension of global citizenship.

Why Does Global Citizenship Matter?

The preceding list could be much longer and more detailed; global citizenship covers a lot of ground. Thus, it is useful to consider the term global citizenship as shorthand for the habits of mind and complex learning associated with global education. The concept is useful and important in several respects.

First, a focus on global citizenship puts the spotlight on why internationalization is central to a quality education and emphasizes that internationalization is a means, not an end. Serious consideration of the goals of internationalization makes student learning the key concern rather than counting inputs.

Second, the benefits of encouraging students to consider their responsibilities to their communities and to the world redound to them, institutions, and society. As Altinay (2010, 1) put it, “a university education which does not provide effective tools and forums for students to think through their responsibilities and rights as one of the several billions on planet Earth, and along the way develop their moral compass, would be a failure.” Strengthening institutional commitment to serving society enriches the institution, affirms its relevance and contributions to society, and benefits communities (however expansive the definition) and the lives of their members.

Third, the concept of global citizenship creates conceptual and practical connections rather than cleavages. The commonalities between what happens at home and “over there” become visible. The characteristics that human beings share are balanced against the differences that are so conspicuous. On a practical level, global citizenship provides a concept that can create bridges between the work of internationalization and multicultural education. Although these efforts have different histories and trajectories, they also share important goals of cultural empathy and intercultural competence (Olson et al. 2007).

No concept or term is trouble-free; no idea goes uncontested by some faculty member or group. For better or for worse, global citizenship will undoubtedly provoke disagreements that reflect larger academic and philosophical debates. There is plenty of skepticism about global citizenship. Some object to any concept that suggests a diminished role for the nation and allegiance to it or the ascendancy of global governance systems. The idea of developing students’ moral compasses can raise questions about whose values and morals and how institutions undertake this delicate task. Some students will choose not to accept responsibility for the fate of others far away, or may see inequality as an irremediable fact of life. Some faculty will stand by the efficacy and wisdom of the market; others will see redressing inequality as the key issue for the future of humankind. And so on.

Such debates, sometimes civil or acrimonious, are, for better or worse, the stuff of academe. Implementing new ideas—even if they have been around for a very long time as in the case of global citizenship—can be slow and painful. However, if colleges and universities can produce graduates with the knowledge and the disposition to be global citizens, the world would certainly be a better place.

Madeleine F. Green

Box 1 — Conceptual Divides

What was once simply called “international education” is now a field awash with varied terminology, different conceptual frameworks, goals, and underlying assumptions.*

Although “internationalization” is widely used, many use globalization—with all its different definitions and connotations— in its stead. Rather than take on the job of sorting out the terminology, let me point out two significant conceptual divides in the conversation. Both center on the purpose of internationalization.

In the first divide, we see one face of internationalization as referring to a series of activities closely associated with institutional prestige, profile, and revenue. These activities are generally quantifiable, lend themselves to institutional comparisons and benchmarking, and provide metrics for internationalization performance that resonate with trustees and presidents. Examples include hosting international students, sending students abroad, developing international agreements, and delivering programs abroad.

The other face of internationalization—student learning— is much more difficult to capture and assess, but it provides an important answer to the “so what?” question. Why does internationalization matter? What impact do internationalization activities have on student learning? How do they contribute to preparing students to live and work in a globalized and culturally diverse world?

Different terms with overlapping meanings are used to describe the student learning dimension of internationalization. Global learning, global education, and global competence are familiar terms; they, too, are often used synonymously. The global in all three terms often includes the concepts of international (between and among nations), global (transcending national borders), and intercultural (referring often to cultural differences at home and around the world).

Also prevalent in the student learning discussion is another cluster of terms that focus specifically on deepening students’ understanding of global issues and interdependence, and encouraging them to engage socially and politically to address societal issues. These terms include global citizenship, world citizenship (Nussbaum 1997), civic learning, civic engagement, and global civics (Altinay 2010). These terms, too, share several key concepts, and are often used interchangeably.

The second divide focuses on the divergent, but not incompatible goals of workforce development (developing workers to compete in the global marketplace) or as a means of social development (developing globally competent citizens.) Global competitiveness is primarily associated with mastery of math, science, technology, and occasionally language competence, whereas “global competence” (a broad term, to be sure), puts greater emphasis on intercultural understanding and knowledge of global systems and issues, culture, and language.

As the field grows increasingly complex and the instrumental goals of internationalization become more prominent, it is important that campus discussions and planning efforts sort out their language, underlying concepts, and implied or explicit values. Otherwise, people run the risk of talking past each other and developing strategies that may not match their goals.

*It is important for U.S. readers to note that the goals of and assumptions about internationalization vary widely around the world. The Third Global Survey of Internationalization conducted by the International Association of Universities found that there are divergent views among institutions in different regions of the risks and benefits of internationalizations. Based on their findings, IAU has launched an initiative to take a fresh look at internationalization from a global perspective.


Altinay, Hakan. “The Case for Global Civics.” Global Economy and Development Working Paper 35, The Brookings Institution, Washington, DC, 2010.

Nussbaum, Martha. 1997. Cultivating Humanity: A Classical Defense of Reform in Liberal Education. Cambridge, MA and London: Harvard University Press.

Olson, Christa, Rhodri Evans, and Robert Shoenberg. 2007. At Home in the World: Bridging the Gap Between Internationalization and Multi-Cultural Education. Washington DC: American Council on Education.

Schattle, Hans. 2007. The Practices of Global Citizenship . Lanham: Rowman and Littlefield Publishers, Inc.

Schattle, Hans. 2009. “Global Citizenship in Theory and Practice.” In The Handbook of Practice and Research in Study Abroad:Higher Education and the Quest for Global Citizenship, ed. R. Lewin. New York: Routledge.

International student mobility highlights in the OECD’s Education at a Glance 2011

Education at a Glance 2011 was released today by the OECD. The report is replete with data about education systems, patterns, trends, etc., and is well worth reading.

Free copies of the full report (497 pp) and the highlights version (98 pp) are available in PDF format via the links I provided in this sentence.  An on-line summary is available here too, with links to country notes for Brazil  (in English; in Portuguese, Chile, Estonia, France (in French), Germany (in English; in German), Greece, Italy (in English; in Italian), Japan (in English, in Japanese), Korea, Mexico (in English; in Spanish), Spain (in English; in Spanish), and the United Kingdom.

While all of the sections are worth reading, I always find the data regarding international student mobility too hard to resist glancing at when the report first comes out. These six graphics, and associated highlights (all but the first extracted from the highlights version of Education at a Glance 2011) will give you a flavour of some of the noteworthy student mobility trends.  Further details regarding mobility trends and patterns can be found in the full report (pp. 318-339).

How many students study abroad?

  • In 2009, almost 3.7 million tertiary students were enrolled outside their country of citizenship, representing an increase of more than 6% on the previous year.
  • Just over 77% of students worldwide who study abroad do so in OECD countries.
  • In absolute terms, the largest numbers of international students are from China, India and Korea. Asians account for 52% of all students studying abroad worldwide.

 Where do students go to study abroad?

  • Six countries – Australia, Canada, France, Germany, the United Kingdom and the United States – hosted more than half of the world’s students who studied abroad in 2009.
  • The United States saw a significant drop as a preferred destination of foreign students between 2000 and 2009, falling from about 23% of the global market share to 18%.
  • The shares of foreign students who chose Australia and New Zealand as their destination grew by almost 2%, as did that in the Russian Federation, which has become an important new player on the international education market.

How many international students stay on in the host country?

  • Several OECD countries have eased their immigration policies to encourage the temporary or permanent immigration of international students, including Australia, Canada, Finland, France, New Zealand and Norway.
  • Many students move under a free-movement regime, such as the European Union, and do not need a residence permit to remain in their country of study.
  • On average, 25% of international students who did not renew their student permits changed their student status in the host country mainly for work-related reasons.

Other complementary reports released over the last month include:

The reworking of the global higher education landscape continues to generate a wide array of ripple effects at a range of scales (from the local through to the global). While not perfect, the OECD’s annual Education at a Glance 2011 does an excellent job providing much of the available data on these trends, and on a wide array of issues and phenomenon that help to shape these mobility outcomes. A comparative perspective, after all, helps to flag the place of individual countries’ in the broader and ever evolving landscape; a landscape that countries play a significant role in both constructing, and reacting to.

Kris Olds

A primer on international partnerships

One notable challenge for many universities is moving beyond the superficial rhetoric of internationalization. Of course every university, and its leaders, are in favor of internationalizing: the signs are everywhere, from refashioned mission statements, to the building of some institutional capacity to understand and support internationalization, to the inclusion of the rhetoric of internationalization in speech after speech by university leaders.

Yet, in the end, the process of enhancing the territorial spread of institutional networks, and sometimes architectures, is not so simple: it requires the initiation and implementation of a strategic planning process, and the subsequent bringing to life of new linkages, partnerships, programs, and projects. All of these elements, of course,  are more than technical issues. They are highly political, not just in what linkages with whom, but how they are advanced.  For some, this involves a top-down led process of almost turning the university inside out (e.g., NYU), while for others it involves the slow and steady development of an infrastructure of support to enable units within a university to go at their own speed, in their own ways, free of formal managerialism where one unit (and often person) is deemed the defacto czar of internationalization.

Regardless of approach, one of the noteworthy aspects of this phenomenon is its formalization. What I mean by this is institutions of higher education are increasingly attempting to become more strategic in a comprehensive and legible way. Audits of international teaching and research activities are being conducted, and universities are ramping up their coordination capabilities via advisory councils, task forces, ad-hoc working groups and the use of specialist consultants. The best universities build in accountability and outcome measures to see what is really happening over time. This sometimes involves more staff versus additional resources for faculty and students, for good and for bad (see, for example, the vigorous debate about the rise of ‘deanlets’ and ‘deanlings’ in ‘The Fall of the Faculty‘, Inside Higher Ed, 14 July 2011).

In any case, the effort to become more strategic, and formal, about internationalization is abundantly evident in a new report released yesterday by the UK Higher Education International and Europe Unit. This report — A Guide to UK Higher Education and Partnerships for Overseas Universities  — is designed to serve as a “starting point for overseas institutions interested in establishing collaborations with UK higher education institutions.” As noted in the report’s executive summary:

Partnerships between academic institutions have tended to be the product of working relationships between individual academics; but more recently, as the potential benefits and risks from overseas collaborations have increased, universities and colleges have begun to manage their international partnerships portfolio more effectively.

Increasing competition is affecting the way UK universities think about their aspirations and how to maintain their international competitiveness. A strategic shift is underway – away from a focus on international student recruitment (at which the UK sector has been successful) and toward a longer-term and more partnership based conceptualisation of internationalisation.

Governments around the world are increasingly encouraging their universities to embrace the international agenda and to internationalise their institution. They are doing this by supporting and facilitating their higher education sectors to engage at an institutional level with global partners through teaching and research collaboration.

The free 52 page report, which is available in PDF format in English, Arabic and Chinese, is worth reading –  for even if you are not interested in partnering with UK universities, the report helpfully sets out a series of issues worth thinking about in general at both the university level (i.e. how to frame and implement partnerships) as well as the larger system-wide scale.

For example, the report prompted me to reflect on the issue of what associations of universities could do to better communicate about, in summary form, the taken-for-granted factors shaping the national systems of higher education and research their own universities are embedded in. And if this were to happen, what language(s) should this form of communications occur in? What format should these types of ‘primers’ be available in, and at what cost (if any)? And whom should we be communicating with as we lay out some of the groundwork for the hoped for formation of partnerships? Similarly, do we, at the university scale, provide sufficient analytically-oriented information, in one place on our websites, about the history, nature of, and entry points (with respect to governance), regarding our universities that prospective overseas partners would find beneficial to read prior to visits and negotiations?

Of course partnerships, in the end, need to be brought to life at the university-to-university level, but keep it in mind that the diversity of systems out there mean that many universities need approval from ministries or government departments before they can engage in partnerships, especially if year-on-year resource expenditures are to be factored in. Given this, many government officials, ministers (or equivalents), and some unexpected others, have power to shape relationship-building outcomes even though they frequently do not have an understanding of issues, like academic freedom, quality assurance, institutional governance, research and teaching outcome expectations, etc. All the more reason for communicating about who we are, and are not.

While hardly comprehensive, or  perfect, my read of A Guide to UK Higher Education and Partnerships for Overseas Universities leads me to believe that its authors and sponsors are attempting to provide a primer of this type; one for ‘overseas universities’ as well as the other actors who will have an impact on the partnership relationship-building process. It is also a reflexive piece; one that is  reminding those guiding UK universities to think about the taken-for granted factors that shape their practices and expectations. In the end, these kinds of communications objectives cannot but be positive, for failed or unrealized partnerships (and there are many the higher education sector) generate ample opportunity costs that we can scarcely afford.

Kris Olds

A further response to ‘A question (about universities, global challenges, and an organizational-ethical dilemma)’

Editors’ note: several weeks ago, Professor Nigel Thrift, Vice Chancellor of the University of Warwick, UK, contributed an entry where he posed: ‘A question (about universities, global challenges, and an organizational, ethical dilemma)’. Peter N. Stearns, Provost of George Mason University, offered the first response to Nigel’s challenge in a series we will be posting through to the end of 2010.

This  ‘response’ is from Gregor McLennan, Professor of Sociology and Director of the Institute of Advanced Studies, University of Bristol. As Director of the IAS, Gregor has been busy promoting  a series of debates around the changing nature of the university in contemporary societies. His contribution to this series is therefore particularly welcome. Gregor’s work lies in the area of sociological theories and social philosophies, and has written widely on Marxism and pluralism in particular. His book, Sociological Cultural Studies: Reflexivity and Positivity in the Human Sciences, tackled some key questions of the day around (inter) disciplinarity, explanation, critical realism, complexity theory and Eurocentrism.

Susan Robertson & Kris Olds


I want to raise a couple of issues about Nigel Thrift’s questions, to do with the way he constructs universities as a collective agency, a coherent ‘we’ that bears a ‘global’ identity. Nigel urges this ‘we’ fully to bring its actions into alignment with its ‘beliefs’, and to improve upon the shoddy performance of ‘other actors’ in tackling the ‘grand challenges’ of the day. And in that regard, the collectivity should see itself henceforth as positioned on a ‘war footing’, deploying its ‘engines of reason’ to force the principles of ‘scientific cooperation’ into service of the ‘survival of the species’.

There are several things that might be contested in this scenario of ‘agentification’, by which I mean the portrayal of universities as though they constituted a singular moral centre or personality, strategically intervening as such.

One is to do with its assumed site, the ‘global’ apparently designating something definite, and something quite obviously good. As Nigel knows, substantial objections can be raised against such easy affirmation of the nature and ‘imperativity’ of the global per se.  Yet universities everywhere now are falling over in the rush to assure themselves that meeting the ‘challenge of the global’ is something wholly other than the imperativity of the market, something that instead touches upon our deepest ethical and intellectual mission. It behoves us, I think, to be a tad sceptical about such ‘globalloney’ (in Bruno Latour’s phrase), and perhaps even to risk the accusation of parochialism by emphasising the continuing importance of the national contexts that not only universities, but many millions with an interest in the future of universities, still mainly orientate themselves around. National contexts – arguably at least – retain a certain logistical, cultural and psychological coherence that globality might forever lack; and the prospect of a world of relatively small-scale, highly educated democracies looks better geared to effective species-survival than the sort of flaccid but pushy cosmopolitanism that is currently doing the rounds.

Second, it is not self-evident that the kind of cooperation that characterizes scientific practice and development has any direct application to, or analogue within, the political processes through which any humanity-wide survival strategy will necessarily have to be coordinated. Nigel asks universities as a whole to interact in the way that individual investigators do, but this expectation is surely inappropriate. Academics are driven to work together because of their motivation to produce facts, measures, truths, and theories, whereas universities, as such, have no such intrinsic motivation, and nor do governments.

So asking universities to tackle the survival of the species is rather like asking families, or football clubs to do this. It’s not that people within these civic associations shouldn’t be mightily concerned about such imperatives, and contribute their expertise in a politically active way. It’s just that this is not these institutions’ defining concern. Indeed, in some ways the specific concern of universities – to develop plural communities of knowledge and understanding through discovery, controversial systematization, and rigorous reflection – is likely to generate some resistance to any politicized summary of the ‘threats and opportunities’ that ‘we’ all face. Don’t get me wrong, this is not a defence of the apolitical: as individuals and members of a range of collectives, we should get active around the priorities that Nigel Thrift designates. But it might be OK that universities are not best suited to organize in that targeted way. As Peter Stearns emphasises, universities’ hallmark medium is education, which is necessarily open-ended, changing and reflective. Of course, just as we need universities to free us from the blockages of our societal formations, interests and mind-sets, so in turn we need politics to reign in our deliberations and give positive shape to our values. But though they complement each other in this way, the functions of education and politics remain very different.

The third problematic aspect of Nigel’s line of thought comes out most clearly in Indira V. Samarasekera’s paper in Nature, in which it is suggested that universities have two prevailing thought-styles and labour processes: ‘solution-driven’ and ‘blue skies’. Both modes, she accepts, have to be part of core business. But whilst the latter, ‘until recently’, has been considered the ‘mainstay’, and must ‘remain so’, a much closer alignment between the two modes is held to be necessary if ‘we’ are to be more effective in ‘solving the world’s problems’. Accordingly, it is quite a good thing that the ‘fairly traditionalist’ structure of ‘curiosity-driven projects’ is giving way to a ‘fast and effective’ modality, enabling us to ‘keep pace’ with the big challenges, for which we need to ‘copy the organizations that work best’. To that end, Samarasekera maintains, we need to develop ‘collaboratories’ involving universities, government and industry, to bridge the gap between ‘universities and the private sector’, and to construct funding regimes that stimulate ‘interdisciplinary, inter-professional, and inter-sectoral approaches’.

It strikes me that the founding contrast here between ‘blue skies’ thinking (with just a hint of the smear of ‘uselessness’) and various other research practices (themselves over-schematized as ‘solution-driven’) is considerably exaggerated. But another, perhaps more insidious, bifurcation comes into play, according to which the agentic ‘we’ of the university turns out to have two bodies, as in, ‘We, the academic leaders and universities, should embrace this new relationship…’ In this depiction, the purely academic side of the collective, and the blue skies folks in particular, are ushered into the background and cast as worryingly slow off the mark, not quite up to the demands of fast and smart global Higher-ed with its solution-seeking culture. Responsibility for meeting the latter therefore falls perforce to the academic leaders, now stepping decisively into the foreground as the distinctive group that represents the essence and future of the university. So, given that the merits and deficits of, let’s say, inter-disciplinarity are never going to be definitively resolved if left to the bottom-up logic of seminar-room agonism, university leaders will have to push it through from the top, along with all the other excellent and necessary ‘inters’ of the new knowledge-society regime – inter-sectoralism, inter-professionalism, dynamic and agile Engagement with dynamic private and civic Collaborators, and so on. Now, whilst Nigel’s notion of the ‘forcing’ of knowledge seems potentially more subtle and interesting than this increasingly hectoring management ideology, a somewhat ‘traditionalist’ note still needs to be struck by way of caution, because to see universities as agentic interventionists at all is to risk missing the central point and purpose, even today, of their existence.

Gregor McLennan

International partnerships: a legal guide for universities

Greetings mid-July.  Susan and I have been travelling a lot via our respective jobs, so please excuse the slow pace of updates to GlobalHigherEd.

CoverMy return to Madison a few days ago corresponded with an embargoed (until today) press release from the UK Higher Education International Unit.  The press release relates to a new report (International Partnerships: A Legal Guide for UK Universities) that was published today.  The UK Higher Education International Unit is funded by the Higher Education Funding Council for England, the Scottish Funding Council, the Higher Education Funding Council for Wales, the Department for Employment and Learning (Northern Ireland), Guild HE and Universities UK.  The press release notes:

International Partnerships: A Legal Guide for UK Universities, written by international law firm Eversheds, is designed as a practical ‘route map’ which gathers together in one place all the issues that need to be considered by a university serious about doing business abroad and getting it right from start to finish.

Key features of the guide include:

* Chapters on managing and documenting a partnership, including laying the groundwork, due diligence, troubleshooting and risk assessment with accompanying lists of ‘dos’ and ‘don’ts’.
* Guidance on what to do if things go wrong.
* Country-specific case studies detailing legal and higher education jurisdiction, (Australia, China, Hong Kong, India, Malaysia, Qatar, UAE and USA)

Professor Rick Trainor, President of Universities UK, said, ‘International activities should protect and enhance a university’s brand, reputation and mission. Getting an international academic relationship right at the outset is always preferable to fixing mistakes later. It is my belief that this guide will prove to be of considerable and lasting practical use to our colleagues in the HE sector who are charged with establishing and running the full range of collaborative ventures with our counterparts abroad.’

Glynne Stanfield, partner and head of international education at Eversheds, said: ‘Having been involved in providing legal support to the International Unit at Universities UK since its inception, we are delighted to have produced a guide for the sector on international activities. We have seen a major increase in the international activities of universities over the last few years; we expect that trend to accelerate and we hope the guide assists universities to do so. As an international law firm we fully recognise the increasing importance to the UK of international activities particularly in education, one of the UK’s key export markets.’

International partnerships have, to date, been a success story for UK universities, but gone are the days when the terms of collaboration could be agreed between Vice-Chancellors on no more than a handshake. UK universities are sophisticated international collaborators and are increasingly taking account of legal issues when entering overseas partnerships.  The guide conveys the complexities of the law in an accessible and readable format.

A fuller summary of the report is available in their newsletter (International Focus: 15/07/09), which includes the ‘lifecycle’ image below.


The UK Higher Education International Unit has been attempting, over the last several years, to support UK universities in the “internationalization” process through a range of activities, including:

  • Assembling timely and high quality data and information about international developments and movements in higher education, and adding value to them through research and analysis designed to develop foresight about international trends and their potential impact on UK HEIs;
  • Making the results of this work readily available to UK HEIs and providing a meeting point for the sharing of information about globalisation, and the discussion of issues that arise;
  • Helping to ensure that there is joined-up thinking and appropriate co-ordination between the range of UK organisations involved in international activity related to higher education, thereby increasing its impact and helping to advance the reputation of UK higher education in overseas countries.

This institution emerged in the context of the increasing dependency of UK universities on foreign student-derived revenue, the enhanced involvement of UK universities abroad (with respect to both teaching and research), and the desire of the UK higher education sector to ensure that UK universities are strategic in the context of the emergence of the European Higher Education Area.

It is interesting to note that this detailed 196 page report can only be read by officials representing UK universities, who can access it at this password-protected site.  Following a 12 month UK uni-only phase, the report becomes available for general consumption, and is free.

The issue of general access to informative reports like this one, or reports commissioned by similar organizations in other countries, is shaped by actual and perceived needs to service stakeholders who fund the commissioning agency, the competitive impulse, and historical policy legacies regarding distribution.  Yet we have detected a broad trend towards free, immediate, and open access to these types of reports, in part because of the administrative costs of printing, charging and distributing lengthy reports, but also recognition that the global higher ed landscape is evolving so fast that everyone can benefit from enhanced understandings of how to (re)shape the development process.  International partnerships are, after all, about partnership. This is a long-winded way of suggesting that organizations like the UK Higher Education International Unit, and the American Council on Education’s Center for International Initiatives, should seriously consider adopting an open access policy for relevant reports. Such an approach would enhance the nature of the collaborative development process, and better ensure institutions in other countries understand the logics and rationales — the modi operandi — associated with UK and US partners. There might be some forgone revenue or other costs, yet the broader benefits of sharing knowledge, in a timely and open fashion, as well as the symbolic messages sent out, are well worth considering.

Kris Olds

ps: I should add that the UK Higher Education International Unit kindly sent me a copy of the report, so this is not a whinge to get a copy, but an indirect note of appreciation regarding the quality of the report. :)

Ranking – in a different (CHE) way?

uwe_brandenburg_2006-005nl GlobalHigherEd has been profiling a series of entries on university rankings as an emerging industry and technology of governance. This entry has been kindly prepared for us by Uwe Brandenburg. Since 2006 Uwe has been project manager at the Centre for Higher Education Development (CHE) and CHE Consult, a think tank and consultancy focusing on higher education reform.  Uwe has an MA in Islamic Studies, Politics and Spanish from the University of Münster (Germany),  and an MscEcon in Politics from the University of Wales at Swansea.


Talking about rankings usually means talking about league tables. Values are calculated based on weighed indicators which are then turned into a figure, added and formed into an overall value, often with the index of 100 for the best institution counting down. Moreover, in many cases entire universities are compared and the scope of indicators is somewhat limited. We at the Centre for Higher Education Development (CHE) are highly sceptical about this approach. For more than 10 years we have been running our own ranking system which is so different to the point that  some experts  have argued that it might not be a ranking at all which is actually not true. Just because the Toyota Prius is using a very different technology to produce energy does not exclude it from the species of automobiles. What are then the differences?


Firstly, we do not believe in the ranking of entire HEIs. This is mainly due to the fact that such a ranking necessarily blurs the differences within an institution. For us, the target group has to be the starting point of any ranking exercise. Thus, one can fairly argue that it does not help a student looking for a physics department to learn that university A is average when in fact the physics department is outstanding, the sociology appalling and the rest is mediocre. It is the old problem of the man with his head in the fire and the feet in the freezer. A doctor would diagnose that the man is in a serious condition while a statistician might claim that over all he is doing fine.

So instead we always rank on the subject level. And given the results of the first ExcellenceRanking which focused on natural sciences and mathematics in European universities with a clear target group of prospective Master and PhD students, we think that this proves the point;  only 4 institutions excelled in all four subjects; another four in three; while most excelled in only one subject. And this was in a quite closely related field.


Secondly, we do not create values by weighing indicators and then calculating an overall value. Why is that? The main reason is that any weight is necessarily arbitrary, or in other words political. The person weighing decides which weight to give. By doing so, you pre-decide the outcome of any ranking. You make it even worse when you then add the different values together and create one overall value because this blurs differences between individual indicators.

Say a discipline is publishing a lot but nobody reads it. If you give publications a weight of 2 and citations a weight of one, it will look like the department is very strong. If you do it the other way, it will look pretty weak. If you add the values you make it even worse because you blur the difference between both performances. And those two indicators are even rather closely related. If you summarize results from research indicators with reputation indicators, you make things entirely irrelevant.

Instead, we let the indicator results stand for their own and let the user decide what is important for his or her personal decision-making process. e.g., in the classical ranking we allow the users to create “my ranking” so they can choose the indicators they want to look at and in which order.

Thirdly, we strongly object to the idea of league tables. If the values which create the table are technically arbitrary (because of the weighing and the accumulation), the league table positions create the even worse illusion of distinctive and decisive differences between places. They then bring alive the impression of an existing difference in quality (no time or space here to argue the tricky issue of what quality might be) which is measurable to the percentage point. In other words, that there is a qualitative and objectively recognizable measurable difference between place number 12 and 15. Which is normally not the case.

Moreover, small mathematical differences can create huge differences in league table positions. Take the THES QS: even in the subject cluster SocSci you find a mere difference of 4.3 points on a 100 point scale between league rank 33 and 43. In the overall university rankings, it is a meager 6.7 points difference between rank 21 and 41 going down to a slim 15.3 points difference between rank 100 and 200. That is to say, the league table positions of HEIs might differ by much less than a single point or less than 1% (of an arbitrarily set figure). Thus, it tells us much less than the league position suggests.

Our approach, therefore, is to create groups (top, middle, bottom) which are referring to the performance of each HEI relative to the other HEIs.


This means our rankings are not as easily read as the others. However,  we strongly believe in the cleverness of the users. Moreover, we try to communicate at every possible level that every ranking (and therefore also ours) is based on indicators which are chosen by the ranking institution. Consequently, the results of the respective ranking can tell you something about how an HEI performs in the framework of what the ranker thinks interesting, necessary, relevant, etc. Rankings therefore NEVER tell you who is the best but maybe (depending on the methodology) who is performing best (or in our cases better than average) in aspects considered relevant by the ranker.

A small, but highly relevant aspect might be added here. Rankings (in the HE system as well as in other areas of life) might suggest that a result in an indicator proves that an institution is performing well in the area measured by the indicator. Well it does not. All an indicator does is hint at the fact that given the data is robust and relevant, the results give some idea of how close the gap is between the performance of the institution and the best possible result (if such a benchmark exists). The important word is “hint” because “indicare” – from which the word “indicator” derives – means exactly this: a hint, not a proof. And in the case of many quantitative indicators, the “best” or “better” is again a political decision if the indicator stands alone (e.g. are more international students better? Are more exchange agreements better?).

This is why we argue that rankings have a useful function in terms of creating transparency if they are properly used, i.e. if the users are aware of the limitations, the purpose, the target groups and the agenda of the ranking organization and if the ranking is understood as one instrument among various others fit to make whatever decision related to an HEI (study, cooperation, funding, etc.).

Finally, modesty is maybe what a ranker should have in abundance. Running the excellence ranking in three different phases (initial in 2007, second phase with new subjects right now, repetition of natural sciences just starting) I am aware of certainly one thing. However strongly we aim at being sound and coherent, and however intensely we re-evaluate our efforts, there is always the chance of missing something; of not picking an excellent institution. For the world of ranking, Einstein’s conclusion holds a lot of truth:

Not everything that can be counted, counts and not everything that counts can be counted.

For further aspects see:
Federkeil, Gero, Rankings and Quality Assurance in Higher Education, in: Higher Education in Europe, 33, (2008), S. 209-218
Federkeil, Gero, Ranking Higher Education Institutions – A European Perspective., in: Evaluation in Higher Education, 2, (2008), S. 35 – 52
Other researchers specialising in this (and often referring to our method) are e.g. Alex Usher, Marijk van der Wende or Simon Marginson.

Uwe Brandenburg

The role of the university in city/regional development: a view from a Vice-Chancellor in Bristol

ericthomaspic1The entry has been kindly prepared for us by Professor Eric Thomas, Vice-Chancellor of the University of Bristol.  Professor Thomas has been Vice-Chancellor of the University of Bristol since 2001.  Prior to that he was  Head of the School of Medicine, and later Dean of the Faculty of Medicine, Health and Biological Sciences, University of Southampton.  Professor Thomas is currently a member of the Board of the South-West Regional Development Agency. He is Chair of the Research Policy Committee of Universities UK and a member of its Board.


The United Kingdom is the classic high added-value, knowledge economy. We don’t dig anything out of the ground anymore and we don’t make anything in any great quantity anymore. Our economic success depends upon us providing high intellectual and creative skills, and on technological and service innovation.

Universities are at the heart of that in both providing the intellectual workforce and in technological innovation. It is said that in medieval times villages and towns were built around the manor house, in the Victorian era they were built around the factories and that, if we were building new towns and villages now, they would be built around universities. Certainly when the UK Secretary of State for Innovation, Universities and Skills (DIUS) put out a call for locations without higher education to apply for a new facility,  the 35 who applied would support the thesis.

I often compare the City of Bristol in 1961 with the City today. In 1961 Bristol was dominated by heavy engineering and manufacturing industry. The aerospace industry employed tens of thousands of people as did both tobacco and Fry’s chocolate. At that time, the University of Bristol had about 3000 students and 300 academic staff. It was a small consideration in the economy of Bristol and could exist, almost as an ivory tower, up the hill in Clifton and unengaged with the ambitions of the city.

bristol2If you now fast forward to 2009, all that industry except aerospace has gone. And yet, the University of Bristol is the largest independent employer in the city, responsible for 5500 jobs and a further 4500 from indirect employment. A study some years ago in the South West Region reported the economic impact of a university as 1.74 times turnover. A more recent study of London South Bank University by PriceWaterhouseCoopers, which took into account the economic impact of the added value from the graduates through their lifetime, concluded that the impact was approximately six times turnover. Viewed like this, it would make the University of Bristol’s impact on the local and national economy in excess of £2 billion per year and higher education in general in the UK in the order of £100 billion per year or over 8% of GDP.

Of course, such figures will provoke dispute. However the general message of the importance of higher education to the local and national economies is now, I would argue, beyond question. How, therefore, does a university like Bristol respond to such a role which is relatively new?

The first important action is to ensure that working with the city is right at the center of your current public strategy. This is so for the current University Strategy, and will be strengthened in our Plan for 2009–2016.

Secondly the head of the institution must articulate that ambition clearly and become personally engaged with the city and region. For example, I am a member of the Partnership Board for the Bristol City Council which advises the Leader and Chief Executive. For six years I was a member of the Board of the South-West Regional Development Agency. I have been a trustee of an important local charity. Perhaps most importantly I assiduously attend all city social events and network with the other key players in the city and always articulate our desire to assist the city-region. I have also opened up the university for the use of many partners and organizations in the city.

More practically, we have a large Research and Enterprise Directorate which works closely with local businesses. Their aim is to ensure the most rapid transfer of knowledge and technology generated in the university and the easiest access possible for businesses to our skills and technical expertise. This is not only for big businesses. We have set up the Bristol Enterprise Network to assist knowledge transfer among the high tech, high growth SMEs in the Bristol sub-region. This currently has 1500 members. This not only provides networking opportunities but also news and information and training in business skills.

We need to work with key partners in the city particularly the National Health Service. The university provides nearly 200 medical staff for health care in the city and must work very closely with local health trusts, not only to ensure the best health care but also the best teaching and research opportunities for our professionals.

The university also provides most of the local teacher training and thus a very important set of professionals for the future of Bristol. Over a period of ten years or so, the University will have invested over £500 million in infrastructure which has knock-on effects in the local planning, architectural, building and legal services, to name but a few.

bristol11However it is not only in business that the university works with the city. Many of our staff are school governors or trustees of charities. We are working very closely on the development of a new school which opened in 2008,  Merchants’  Academy Withywood, in South Bristol. We have enormous numbers of cultural events and lectures which are open to the public. It is often overlooked that our academics travel all over the world. The people most commonly putting up Powerpoint presentations with the word ‘Bristol‘ in the title are the staff of the University.

Furthermore, our staff are massively networked internationally not only with other academics but also business and government. I get at least four “Google Alerts” a day about the University of Bristol from press all over the world. Stories about the University carry the name Bristol to all parts of the globe and all that PR and advertising comes free.

To some observers, the pressure on universities to increasingly be more global in ambition comes at a price.  However, I do not see any essential or intrinsic conflict,  between being an international, outward facing organization, and working to ensure that the local society gains as much as possible from its university. The two ambitions can be made to be completely compatible, though as I have argued above, both need to be championed and advanced together.

However, I would say that the role of the university in its local city and sub-region is one of the most enjoyable parts of leading a great university in 2009.

Eric Thomas

China: from ‘emerging contender’ to ‘serious player’ in cross-border student mobility

Last year we carried a series of reports (see here, here and here) on the global distribution of student mobility. While the US and the UK had the lion’s share of this market, with 22% and 12% respectively, we noted China had made big gains. With 7% of the global market and in 6th place overall, it was an ’emerging contender’ to be taken seriously, with trends suggesting that it was a serious player as a net ‘exporter’ and importer of education services.

So it was with great interest I read today’s Chronicle of Higher Education report by reporter Mara Hvistendahl, on China now being ranked in 5th place (behind the US, UK, France and Germany) as an “importer” of foreign students. See this OECD chart, from its new Education at a Glance 2008 report, to situate this development trend and China’s current position [recall that China is not an OECD member country].

As the Chronicle report notes, this is a far cry from China’s 33 overseas students in 1950.

Given, too, that in 1997 there were only 39,000 foreign students whilst in 2007 there were some 195,000, this 5-fold increase in numbers in 10 years (Chinese Ministry of Education and the China Scholarship Council) represents a staggering achievement and the one that is likely to continue. So, how has China achieved this. According to the Chronicle report:

To attract students, China offers competitive packages, replete with living stipends, health insurance, and, sometimes, travel expenses. In 2007 the China Scholarship Council awarded 10,000 full scholarships — at a cost of 360 million yuan ($52-million) — to international students. By 2010 the council aims to double the number of awards.

Two-fifths of the 2007 grants went to students in Asia. In a separate scholarship program that reflects its global political strategy, China is using its strengths in science and technology to appeal to students in the Middle East, Africa, and Central Asia, forming partnerships with governments in those regions to sponsor students in medicine, engineering, and agriculture.

But there are other factors as well pushing China up the ladder as an education destination. China is increasing regarded as a strategic destination by American students and the US government for study abroad. Figures reported by Institute of International Education fact-sheet on student mobility to and from the US show an increase of 38% in US students going to China in just 1 year (2005/2006). This also represents a profound shift in Sino-American educational relations.

In sum, these figures reflect the outcome of an overall strategy by China (perversely aided by the US’s own global trade and diplomacy agenda):

  • to develop a world class higher education system;
  • to internationalize Chinese higher education;
  • to stem the tide of students flowing out of China;
  • to attract half a million students to China by 2020; and
  • to advance Chinese interests through higher education diplomacy.

If realized, this would put China at the top of the exporting nations along with the US. It will also register China as a global higher education player with global impact. Without doubt this will change the geo-politics of global higher education.

Susan Robertson