This document discusses internationalization of higher education institutions. It begins with an agenda that covers the drivers and tools used for internationalization. The theoretical framework identifies four main rationales for internationalization - academic, economic, socio-cultural and political. Common tools used are international curriculum, international students, offshore campuses, research consortia, and student/staff mobility programs. The connection between rationales and tools is explored, with examples from internationalization models in Australia and China. The conclusion is that there is no single approach and tools must be tailored to each institution's specific rationales and resources.
Presentation by Andrea Nolan from University of Glasgow given at the "Equality and Diversity: promoting good practice in library work" course on the 17th November 2009.
The response of HE institutions to the ongoing process of globalisation and internationalisation.
The pipeline for graduate jobs: Strategy from intake to job successEduniversal
Presentation of Prof. Konstantine Gatsios during the Eduniversal World Convention 2014 in Istanbul, Turkey
Plenary Session 4
"The pipeline for graduate jobs: Strategy for intake to job success"
Presentation by Andrea Nolan from University of Glasgow given at the "Equality and Diversity: promoting good practice in library work" course on the 17th November 2009.
The response of HE institutions to the ongoing process of globalisation and internationalisation.
The pipeline for graduate jobs: Strategy from intake to job successEduniversal
Presentation of Prof. Konstantine Gatsios during the Eduniversal World Convention 2014 in Istanbul, Turkey
Plenary Session 4
"The pipeline for graduate jobs: Strategy for intake to job success"
Access or excess? - The participation rate in higher education is (still) increasing, which seems to fit with the growing demands from the knowledge economy. But, are there limits to the growth, in that skills and knowledge of highly-educated graduates may be underused or that highly-educated graduates out-crowd those with low(er) qualifications? Moreover, research has shown that participation is unequal (in terms of both horizontal and vertical segregation) across gender, social class, and ethnic background. What is the state of the art re (in)equalities in access and participation? What kind of access and excess policies are in place and what are the effects?
Talk held at the invitation of the Ghent University Higher Education Governance research group for the seminar series “Higher Education: Global challenges and multi-disciplinary perspectives.”
Academic excellence through improved ecosystem and faculty engagement (4)Thanikachalam Vedhathiri
Engineering institutes have to establish an improved academic ecosystem for faculty development. Without such transformations, the faculty members can not become leaders who have to focus on graduate students, consultancy projects, interdisciplinary research, intellectual property development, and internal revenue generation.
TNE partnerships: the challenges of managing partnerships across borders and ...University of Limerick
This lecture is part of the MA in International Higher Education Management at the University of Bath. It covers TNE partnerships: the challenges of managing partnerships across borders and culture:
1. The dimensions of the management challenges
2. The limitations of home universities in managing TNE
3. The stakeholders in TNE revisited
4. What do stakeholders want from TNE?
5. The importance of alignment
6. Case studies of successful and failed TNE partnerships
This lecture is part of the MA in International Higher Education Management at the University of Bath. It covers TNE partnerships: scalability, profitability and sustainability:
1. What is TNE?
2. TNE in the landscape of internationalisation of higher education
3. Why the interest in TNE?
4. What are the main forms of TNE?
5. How important is TNE?
6. Characteristics of TNE partnerships
7. The scalability of TNE partnerships
8. How profitable is TNE?
9. Sustainability of TNE partnerships over time
10. Case studies of TNE partnerships
2nd Regional Symposium on Open Educational Resources:
Beyond Advocacy, Research and Policy
24 – 27 June 2014
Sub-theme 1: Collaboration
Keynote: A Transforming Asia: Challenges and Opportunities for Collaboration in Education Development and Open Educational Resources
Mr. Jouko Sarvi
This presentation discusses the forms of transnational education (TNE) and the motivations of the four key stakeholders involved. It argues that for a successful TNE partnership, the form of TNE and the motivations of the stakeholders must be aligned.
Access or excess? - The participation rate in higher education is (still) increasing, which seems to fit with the growing demands from the knowledge economy. But, are there limits to the growth, in that skills and knowledge of highly-educated graduates may be underused or that highly-educated graduates out-crowd those with low(er) qualifications? Moreover, research has shown that participation is unequal (in terms of both horizontal and vertical segregation) across gender, social class, and ethnic background. What is the state of the art re (in)equalities in access and participation? What kind of access and excess policies are in place and what are the effects?
Talk held at the invitation of the Ghent University Higher Education Governance research group for the seminar series “Higher Education: Global challenges and multi-disciplinary perspectives.”
Academic excellence through improved ecosystem and faculty engagement (4)Thanikachalam Vedhathiri
Engineering institutes have to establish an improved academic ecosystem for faculty development. Without such transformations, the faculty members can not become leaders who have to focus on graduate students, consultancy projects, interdisciplinary research, intellectual property development, and internal revenue generation.
TNE partnerships: the challenges of managing partnerships across borders and ...University of Limerick
This lecture is part of the MA in International Higher Education Management at the University of Bath. It covers TNE partnerships: the challenges of managing partnerships across borders and culture:
1. The dimensions of the management challenges
2. The limitations of home universities in managing TNE
3. The stakeholders in TNE revisited
4. What do stakeholders want from TNE?
5. The importance of alignment
6. Case studies of successful and failed TNE partnerships
This lecture is part of the MA in International Higher Education Management at the University of Bath. It covers TNE partnerships: scalability, profitability and sustainability:
1. What is TNE?
2. TNE in the landscape of internationalisation of higher education
3. Why the interest in TNE?
4. What are the main forms of TNE?
5. How important is TNE?
6. Characteristics of TNE partnerships
7. The scalability of TNE partnerships
8. How profitable is TNE?
9. Sustainability of TNE partnerships over time
10. Case studies of TNE partnerships
2nd Regional Symposium on Open Educational Resources:
Beyond Advocacy, Research and Policy
24 – 27 June 2014
Sub-theme 1: Collaboration
Keynote: A Transforming Asia: Challenges and Opportunities for Collaboration in Education Development and Open Educational Resources
Mr. Jouko Sarvi
This presentation discusses the forms of transnational education (TNE) and the motivations of the four key stakeholders involved. It argues that for a successful TNE partnership, the form of TNE and the motivations of the stakeholders must be aligned.
The importance of international education evaluations in our ever-changing world cannot be overstated. These evaluations serve as a valuable tool for stakeholders to assess the quality, effectiveness, and relevance of educational systems on a global scale.
University of Malta Strategic Plan 2020-2025BrendaVella
As a dynamic tertiary education institution, the University of Malta has developed a strategy that will chart its course for the years to come.
The Strategic Plan 2020-2025 sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools. The plan approved by the Senate on 30 May 2019 and by the Council on 21 June 2019, reflects the evolving state of higher education, society, industry and the economy. It focuses on students’ experience, resources, the contribution of the academic community and the University's impact on the nation as well as the insights of the wider University community and social partners.
During the academic year 2018-19 the entire University community of 15,000 students and staff, as well as its external stakeholders were invited to actively participate in the strategic planning process through strategy conferences, working groups, advisory committees and surveys.
The Strategic Plan will be supported by a more comprehensive implementation plan which will be endorsed by the University Senate and Council and overseen by the Steering Committee for Strategic Planning, chaired by the Rector. The University's internal and external stakeholders will remain vital to the implementation of the plan.
Main Editor:
Professor Tanya Sammut-Bonnici
Pro-Rector Strategic Planning and Enterprise
University of MALTA
Main Editor:
Professor Tanya Sammut-Bonnici
Pro Rector Strategic Planning and Enterprise
University of MALTA
As a dynamic tertiary education institution, the University of Malta has developed a strategy that will chart its course for the years to come.
The Strategic Plan 2020-2025 sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools. The plan approved by the Senate on the 30 May 2019 and by the Council on the 21 June 2019, reflects the evolving state of higher education, society, industry and the economy. It focuses on students’ experience, resources, contribution of the academic community and the University's impact on the nation as well as the insights of the wider University community and social partners.
During the academic year 2018-19 the entire University community of 15,000 students and staff, as well as its external stakeholders were invited to actively participate in the strategic planning process through strategy conferences, working groups, advisory committees and surveys.
The Strategic Plan will be supported by a more comprehensive implementation plan which will be endorsed by the University Senate and Council and overseen by the Steering Committee for Strategic Planning, chaired by the Rector. The University's internal and external stakeholders will remain vital to the implementation of the plan.
Academic Entrepreneurship at UCY,
by Mr. Christis Christoforou, MBA principal for accelyservices.
The results and the methodoloty of an extensive survey that were conducted at the university of Cyprus will be presented.
International approach in comparative education
introduction
- Definition
- Purposes and Scope of international approach
Process of approach
- Steps and tools
- Uses of international approach
Implementation and comparison
- Comparison within a country
- Comparison of developed and underdeveloped countries
- Developing one method of education for all
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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➢ Korean President visits Samsung Electronics R&D Center
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Unveiling the Secrets How Does Generative AI Work.pdf
Tfm 9 07_2018_mferro
1. The only accredited Business School in the North of Portugal
UNDERGRADUATES | MASTERS | EXECUTIVE EDUCATION | MBAs
Internationalization of Higher
Education Institutions: Drivers and
Tools
MSc in Management
Magda Ferro
9th of July 2018
2. 10-07-2018
Internationalization of Higher Education
Institutions: Drivers and Tools
2
Agenda
1. Motivation and Objectives
2. Methodology
3. A theoretical framework for Internationalization of Higher Education
Institutions
4. Internationalization Tools/Activities
5. Connection between Rationales and Tools
6. Internationalization Models – Australia and China
7. Conclusions
3. 10-07-2018 3
1. Motivation and Objectives
No efforts to optimize resources or to maximize results
Internationalization as a valid argument for all decisions or reforms
Ad hoc Decisions
Lack of consensus regarding the concept
Different perspectives
Importance of Internationalization for HEI’s
Internationalization of Higher Education
Institutions: Drivers and Tools
4. 10-07-
2018
4
Why do Higher Education Institutions
internationalize?
What are the most common tools/activities
used by Higher education institutions to
internationalize?
Are tools and activities universally applicable
or should they be tailored to the motivations
and objectives of internationalization
Is there only one tool for each objective, or
can there be several tools that combined are
the most suitable solution?
Internationalization of Higher Education
Institutions: Drivers and Tools
1. Motivation and Objectives
5. 10-07-2018 5
2. Methodology
Literature
Review
• Hardcopy and
electronic library
sources
Case Studies of
Internationalization
of HEI’s
• Hardcopy and
electronic library
sources
Inductive
method
Model
Internationalization of Higher Education
Institutions: Drivers and Tools
6. 3. Theoretical Framework
10-07-2018 6
Approaches
Programme-based
vs organisation -
based
Activity/
Competency/Ethos
/Process
Rationales
Academic
Economic
Socio-Cultural
Political
Analysis
Determinants
Macro
Meso
Micro
Definition
Management
principle
Internationalization of Higher Education
Institutions: Drivers and Tools
7. 7
Source: Knight, 1997
Rationale Description
economic Refers to objectives related to either the long-term economic effects, where
internationalization of higher education is seen as a contribution to the skilled human resources
needed for international competitiveness of the nation, and where foreign graduates are seen as
keys to the country’s trade relations, or the direct economic benefits, e.g. institutional income and
net economic effect of foreign students, etc
academic Includes objectives related to the aims and functions of higher education. One of the leading
reasons cited for internationalizing the higher education sector is the achievement of international
academic standards for teaching and research. It is often assumed that by enhancing the
international dimension of teaching, research and service, there is value added to the quality of a
higher education system. This premise is clearly based on the assumption that internationalization
is considered to be central to the mission of the institution and is not a marginalized endeavour.
Linked to the notion of enhancing the quality of education is the idea that internationalization is
often a positive change agent for institutional building.
cultural/social Concentrates on the role and place of the country’s own culture and language and on the
importance of understanding foreign languages and culture”
political Relates to issues concerning the country’s position and role as a nation in the world, e.g.
security, stability and peace, ideological influence, etc.
Internationalization of Higher Education
Institutions: Drivers and Tools
8. 8
Source: Multilevel determinants of internationalization rationales (Seeber, et al, 2016)
Internationalization of Higher Education
Institutions: Drivers and Tools
9. 3.Theoretical Framework
10-07-2018 9
Definition
A management principle based on the need to
integrate an international, intercultural or
global dimension into the purpose, functions
or delivery of post-secondary education.
Internationalization of Higher Education
Institutions: Drivers and Tools
10. 10
4.Tools/Activities for internationalization
Students and staff mobility
International students
• Joint; Double/Multiple and Consecutive Degrees
International Programs:
Internationalization of the Curriculum
• Branch Model, Federal Model, Global Model
Branch Campuses
Delivery of Distance Education Courses
Scholarships/Funding
Research Consortia
Internationalization of Higher Education
Institutions: Drivers and Tools
10-07-2018
11. 11
Teaching
• International Programs
• International Students
• Student and staff mobility
• Offshore campus (branch, federal and global model)
• Delivery of distance education courses
• Scholarships
Research
• Collaborative Research/Consortia
• Offshore campus (global model)
Services
• Consortia (knowledge transfer)
4.Tools/Activities for internationalization
Internationalization of Higher Education
Institutions: Drivers and Tools
12. 10-07-
2018
Academic
Economic
International curriculum
International students
Offshore campuses
Research Consortia
Students and staff mobility
International Programs
Funding - Scholarships -
Delivery of distance education
courses Increased/diversified
revenue generation
Human resources
development
(national level)
Increase in number
of citations/impact
factors
Competitive
Hedge/Reputation
Improve position in
rankings
Quality assurance
Socio-Cultural
Cross Cultural
Understanding
Political
Soft Power
Influence
5. Connection between Rationales and Tools
12
Internationalization of Higher Education
Institutions: Drivers and Tools
13. 6. Internationalization Models – Australia
10-07-2018 13
1950’s
1990’sFunding - Scholarships -Political
Soft Power
Influence
Economic
International curriculum
International students
Offshore campuses
International Programs
Increased/diversified
revenue generation
Internationalization of Higher Education
Institutions: Drivers and Tools
14. 10-07-2018 14
Academic Research Consortia
Increase in number
of citations/impact
factors
Competitive
Hedge/Reputation
Improve position in
rankings
Quality assurance
6. Internationalization Models – China
Funding - Scholarships -
Political
Soft Power
Influence
1980’s
2000’s
Internationalization of Higher Education
Institutions: Drivers and Tools
15. 10-07-2018 15
• No standard solutions - tools and activities are not universally
applicable and there is not only one tool for each objective.
• When a certain rational stands out, it doesn’t mean that all the others
are totally left out from the decision-making process.
• Rationales evolve overtime
• The same rational may be accomplished either by one tool or by a
combination of tools - The choice of existing tools must take into
account the existing resources in order to maximize its outputs
7. Conclusions
Internationalization of Higher Education
Institutions: Drivers and Tools
16. 10-07-2018 16
• The proposed model needs to be validated via surveys studies with
HEIs administrators.
• Future research should focus on developing a model linking rationales
and tools for operation - based activities (governance, operations,
support services and human resource development).
7- Limitations and further research
Internationalization of Higher Education
Institutions: Drivers and Tools
